From potential to talent: Developing a High Performing Workforce
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Developing Talent is critical to retention, succession planning, and employee engagement. Learn how to remove roadblocks to development through simple techniques.
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From potential to talent: Developing a High Performing Workforce
- 1. From Potential to Talent Developing a High-Performing Workforce Beth Miller @SrExecAdvisor
- 2. Do you feel prepared to develop employees to their full potential? 1. Yes 2. No 3. Somewhat @SrExecAdvisor
- 3. Why do we Care?
- 6. -Engagement-
- 7. How can it affect you?
- 8. What Keeps Leaders from Developing Employees?
- 9. -Too Focused on Results-
- 11. -Ineffective in the Past-
- 12. How have you been coached as an employee? 1. 1-1 coaching with my manager 2. Coaching from HR 3. External Coach 4. I haven’t been coached @SrExecAdvisor
- 13. Coaching in the Moment
- 14. 1. Identify
- 15. 2. Ask
- 16. 3. Listen
- 17. 4. Guide
- 18. 5. Commit
- 19. How much time each month do you spend developing others? 1. Less than 5 hours 2. 5 to 10 hours 3. 10-15 hours 4. Greater than 15 hours @SrExecAdvisor
- 20. The 3 Most Important Meetings
- 21. Weekly
- 22. Monthly
- 23. Quarterly
- 24. Remove Barriers
- 26. -Technology-
- 27. Resources Are you Talent Obsessed? by Beth Armknecht Miller The Coaching Manager by Hunt and Weintraub Tools: - Team Member Development Plan - Talent Obsessed Quiz for Leaders www.executive-velocity.com Recommended Talent Management Books: http://betharmknechtmiller.com/recommended-readings/
Notas do Editor
- Integrated Talent Management Conference Goal: Provide the right environment and development tools to the managers and leaders of your organizations What makes talent development so important? What are roadblocks that keep managers from developing others and can they be removed? Steps to coaching in the moment Integrating development into your meetings
- Poll Slide 1
- Why should you and your company care?--- Demographics Boomers leaving Millennials not ready Mismatch between tech supply and demand Leadership and talent gaps growing, Recent studiesStanton Chase…talent shortage effecting 60% executive respondents, and leadership talent was ranked second challenge facing growth Manpower..48% of employers having difficulty filling jobs, of those 54% say the shortage has a medium to high negative impact on their business
- 3 areas that talent development can have a positive impact: Succession Planning, Talent Retention, Engagement Succession Planning: Huge generation leaving the workforce 10K per day retiring baby boomers Are the right people in place to be part of a succession plan? Identifying Potential Development Plan
- Why do we care? (2) Talent Retention: Cost of turnover; the cost of turnover can be as much as 2X the employee’s wages, Development is one major factor driving engagement lower engaged employees 4x more likely to leave their job
- Why do we care? (3) Engagement = Productivity & Profits: Profitability and engagement: higher employee engagement is linked to high employee performance and company profitability. One critical component to employee engagement is aligning and developing talent to the business strategies and the quality of the relationship they have with their manager. Gallup Q12 Meta-Analysis the companies in the top quartile of employee engagement scores averaged 12% higher profitability than those companies in the bottom quartile.
- It can affect you as a leader: Example of high-potential walking out the door… what is the cost? What would the cost of your time be? Looked over for a promotion… no one to take your place
- Review: Shortage of talent and growing leadership gaps make development initiatives important, development can be critical to succession planning, talent retention, and employee engagement, AND it can impact you personally What keeps leaders from developing employees?
- What keeps leaders from developing employees? Three main reasons (1) Too focused on results: results driven vs. relationship (Personal Preference requires executive coaching to find a good balance) A corporate culture that doesn’t reward talent development
- What keeps leaders from developing employees? (2) Not enough time: what is it worth to a leader now to develop talent vs. procrastinating and doing it in the future…how much time is too much? Teach them to fish
- What keeps leaders from developing employees? (3) Ineffective in the past: Lack of tools and techniques, coaching is the foundation Spend more time with poor performers Assessments: focus on strengths
- If you have been coached, what did you learn about the process that you can use with your team? And if you are currently being coached, listen and watch how your coach works with you.
- Coaching in the moment: From The Coaching Manager, Developing Top Talent in Business by James Hunt and Joseph Weintraub Identify Ask Listen Guide Commit
- WORKSHEET-Observations Coachable? Identify learning opportunities by observing employee behaviors: Employee Interaction, interacting with others, dealing with stress, who are their friends at work Performance, responding to feedback, responding to accountability, support other’s performance Behaviors, timeliness, decision making, excuses or solutions, ownership Environment, workspace, clothing, community involvement---clues to preferences Out of ordinary behaviors
- Ask open ended questions that 1. cause the employee to reflect back AND 2. give you more context of their thought process: may provide missing data, personal issues impacting behavior Refrain from WHY USE SCALES EXAMPLES What were the elements you considered when making a decision? What additional information do you need before making a decision? On a scale of 1-10, how comfortable are you in the decision? During that conversation in the meeting, how do you think your message was received? What makes you think this? What could you have done differently that would have created a more positive result? You have been late to the last two meetings. Tell me what has caused this change… How do you think this impacts the people in the meeting? How does it impact your brand and reputation? I observed some disagreement between you and Joe in the hallway, what did you take away from discussion at the end?
- Actively listen to response, and seek understanding Clear your mind
- Guide the employee to understand the development opportunity and have him take ownership for finding and owning the solution.
- Get him to commit to an appropriate next step in development REVIEW: Identify, Ask, Listen, Guide, and Commit
- Trainers…other than scheduled training sessions 3% 6% 9% How much time spent on maintaining capital equipment, managing financial resources?
- The Three Most Important Meetings…the answer to not enough time
- The Three Most Important Meetings (1) Weekly: team learning and development from others. Team meetings provide an opportunity to learn from each other. As a leader, you should drive the learning process by encouraging others to share something specific they learned and promote discussions of how others can use the learning to their benefit as well. What one new thing did you try that worked? Who did you help this week and how? Who did you get feedback from and what did you do with the feedback? What didn’t work for you this week and how do you plan on making it work next time? What behavior are you trying to change to be more effective and how can we help you through the process? Leaders should also embrace failure. They should model this behavior and share mistakes they have made in the past and how they used the mistake to learn and improve.
- The Three Most Important Meetings (2) Monthly: individual learning, development, and roadblocks This meeting includes the “development conversation” focusing on the future and building on an employees strengths and identifying roadblocks that need to be removed for the employee to be performing to his potential
- The Three Most Important Meetings (3) Quarterly: talent management forecast and planning with key executives and talent management leader This meeting is focused on looking forward. A review of employee attitudes, behaviors, and performance takes place with special attention to key employees involved in succession plans as well as business growth plans.
- Remove Barriers Notes: Review Processes, Policies, and Leadership all impact corporate culture, does the company promote support and development of talent Integrate learning and development into your corporate culture. Review processes, rewards and recognition and how they support learning and development. How is failure viewed? Should be an opportunity to learn. How does the company support taking risks? EXAMPLES: Customer Service: Technology Project: Employee Handbook example: What is the goal of your employee handbook and how is it developed? Is the goal to keep you out of court or to help employees reach their full potential? Does human resources focus on performance reviews or development plans? How are employees encouraged to be actively involved in their future development and success?
- Remove Barriers Customer Service---delivering happiness Scripts vs coaching Zappos is example, results vs relationship
- Remove Barriers (2) Technology, pet projects set aside time for employees…LinkedIn Incubator….Microsoft The Garage, Ideo White Space Projects---projects identified but anyone can join the team
- WRAP UP: Understand what holds individuals back from developing talent, provide them the resources, tools, techniques to be successful. Then tackle the organizational roadblocks such as process, policies, rewards and recognition that discourage managers and leaders to develop employees. Remember that your talent is your most valuable and limited resource that needs not just maintenance but development and opportunities for growth.
- Contact Information Beth Armknecht Miller 404-451-3726 beth.miller@executive-velocity.com Twitter @SrExecAdvisor www.betharmknechtmiller.com
- Poll Slide 2
- Poll Slide 1
- Poll Slide 2
- Poll Slide 2