Astdpreso3 140613140854-phpapp01
•Descargar como PPT, PDF•
0 recomendaciones•513 vistas
Developing Managers as Talent Leaders
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a Astdpreso3 140613140854-phpapp01
Similar a Astdpreso3 140613140854-phpapp01 (20)
Más de Rose Nolen
Más de Rose Nolen (16)
Último
Último (20)
Astdpreso3 140613140854-phpapp01
- 1. Developing Managers as Talent Leaders Catherine J. Rezak, Chairman and founder Paradigm Learning Southwest Florida Chapter ASTD and FTM-HRMA
- 2. The war for talent is on! External pressures • Retiring baby boomers • Decreasing number of young people • Increasing job opportunities Internal pressures • Limited resources • Disengaged employees • Unwanted turnover
- 5. It costs $5,000 to hire one employee and $10,000 to replace him or her. — Staffing.org Did you know…
- 6. In your company, whose job is it to… • Source candidates • Interview • Hire • Orientation • Retain employees • Transition employees
- 7. Is it HR or management? • The balance of retaining and developing employees falls considerably on HR • Managers at all levels often abdicate their own accountability for these critical responsibilities to HR and/or the training department
- 8. HR’s roles … • Guide strategy • Identify knowledge and skill requirements • Develop job descriptions • Create interview Guidelines • Onboarding • Post jobs • Track employees HR can and should guide the organization’s overall talent development and management strategy.
- 11. Paradigm Learning’s 2007 Talent Leadership Survey We conducted a recent survey with a group of HR executives at Fortune 500 companies to learn more about how managers – especially mid-to lower-level managers – view their talent leadership accountability.
- 12. Paradigm Learning’s 2007 Talent Leadership Survey 8.39% 30.93% 50.41% 10.26% Strongly agree Somewhat agree Disagree Try to find talented people Recently, it has become easier for my company to find the right people to place in jobs. It isn’t easier to find employees.
- 13. Paradigm Learning’s 2007 Talent Leadership Survey 31.60% 42.42% 14.77% 11.2% Very well So-so Not well at all Not a chance In my organization, managers partner with HR to source candidates for open positions. Managers are not partnering with HR as much as HR people would like to see.
- 14. Paradigm Learning’s 2007 Talent Leadership Survey 8.04% 16.11% 49.29% 13.71% Very well Pretty good Need some help Only if the employee asks Managers in my organization do a great job making sure they give regular and specific feedback on their performance. Managers should give regular and specific feedback about employee’s performance.
- 15. Paradigm Learning’s 2007 Talent Leadership Survey 5.42% 41.42% 36.72% 16.59% Great job OK Not very well Don’t know they’re supposed to Managers recognize and reward employees while keeping them engaged with the organization’s vision and strategies. Managers need support in employee recognition and engagement.
- 16. Paradigm Learning’s 2007 Talent Leadership Survey • Managers involved in lower levels of work due to – Corporate downsizing – Increased productivity demand – Employee turnover • Time is a scarce resource. • Managers as talent leaders, benefit the organization.
- 17. Beyond talent development … managers as talent leaders What does it take to be a successful talent leader?
- 18. The A-R-T of talent • Attracting • Retaining • Transitioning Talent leadership is more A-R-T than Science
- 19. Attracting • Sourcing • Hiring • Onboarding Managers as talent leaders
- 20. Sourcing Managers as talent leaders • Finding or creating a qualified pool of candidates for current and future positions
- 22. Onboarding • Getting new employees comfortable, connected and productive Managers as talent leaders
- 23. With the right people aboard, the battle shifts to retention.
- 24. Retaining talent How can companies improve retention in the face of these challenges? – It is the managers throughout the organization that will make the difference. That brings us to retaining talent.
- 25. 6 in 10 workers plan to leave their current job in the next two years. — CareerBuilder.com In today’s job market, employees are more selective about whether to stay or go. As a result…
- 27. Employee Engagement Index 29% 54% 17% Truly engaged –work with a passion and feel a profound connection to the company Not engaged – putting in time, not energy or passion Actively disengaged – unhappy and act out unhappiness at work — Gallup Survey
- 28. Retaining • Managing • Engaging • Developing What do effective talent leaders do in the area of retaining employees?
- 29. Managing • Providing effective day-to-day supervision, feedback and reinforcement Managers as talent leaders
- 30. Engaging • Keeping employees connected and enthused about the organization Managers as talent leaders
- 31. Developing • Providing opportunities to increase employees’ skills and abilities Managers as talent leaders
- 32. Transitioning • Expanding • Transferring • Letting go Managers as talent leaders
- 33. Expanding • Seeking or creating new roles and responsibilities Managers as talent leaders
- 34. Transferring • Networking to export or import talent for the good of the organization. Managers as talent leaders
- 35. Letting go • Ending a working relationship with an employee Managers as talent leaders
- 36. Senior leaders’ roles in talent leadership • Model best practices • Provide resources • Give ongoing support • Communicate vision and strategy Big picture: How do you communicate this strategy
- 37. Discovery learning Research has demonstrated that people learn best when they are actively involved in the learning process. How can Discovery Learning be used in my organization? Over the years, “discovery learning” has been proven to appeal to all types of learners, as it accelerates knowledge and skill acquisition and ensures long-term retention.
- 38. Discovery learning techniques • Stories – Create a story that engages learners from the very start and helps the retention over time. • Simulated situations – Replicate a slice of reality from your workplace that is time compressed and safe, so learners can make mistakes and learn from them without real- world consequences.
- 39. Discovery learning techniques • Engaging visuals – Maps and models help imprint critical content during your learner’s experience and provide a take-away reinforcement tool for ongoing retention.
- 40. Discovery learning techniques • Gaming techniques – Chips, cards, game pieces, dice, timers and more… there is nothing like a little fun and gamesmanship to increase the impact of the learning. • Self-reflection – Your learners will be able to bring the lessons learned back to their everyday workplace and situations through experiential based connections.
- 41. The Discovery learning benefits are clear. • Training is condensed. • Programs are fun, fast paced and energizing. • Participants absorb course content via active participation. • Sessions are highly customizable. • Retention is high.
- 42. A challenge to HR professionals • Consider the attitudes, motivations and skills of your own managers. – Do they understand their critical role as talent leaders? – Do they have the knowledge and skills they need to be successful?
- 44. The war for talent is on … are your managers ready? For more information, visit www.ParadigmLearning.com.
Notas del editor
- Projected economic growth is fueling demand and supply is moving in the other direction. (CLICK) External pressures such as retiring baby boomers, a decreasing number of younger people entering the workforce and increasing job opportunities — including global opportunities — are making it more difficult for companies to get and keep employees. And these are just some of the external pressures… (CLICK) Internal pressures increase as companies wrestle with issues like the need to increase productivity with limited resources, too many disengaged employees and un-wanted turnover that costs companies a lot of money and can result in significant knowledge drain and impact the company’s reputation. In fact, some recent survey found… (CLICK)
- One-third of new employees begin job hunting on the first day of a new job.(CLICK)
- Another survey found the 87% of new hires decide to stay or leave a company within six months. (CLICK)
- Its estimated that the average cost of hiring one employee is almost $5,000. If that employee doesn’t work out and a replacement is needed, the cost soars to almost $10,000. Those are pretty sobering numbers, but the good news is that there are ways to deal with this war for talent and many companies are implementing strategies to increase their chances of winning. Good morning, I’m Cathy Rezak, chairman and cofounder of Paradigm Learning in Tampa. (CLICK)
- A discussion about all of the things that companies — and HR — can and should do to attract and retain employees would take a lot longer than my 45 minutes. So I’ll warn you in advance that I’m going to take a very targeted look at this issue. I believe that there is something that companies are not doing well enough in this arena and I want to share that with you to get you thinking about whether this is true in your organization and what you might want to do about it. Let me ask you this question: In your company, whose job is it to… (CLICK) To source candidates To interview To hire To orient new employees To retain talented employees To transition employees to new responsibilities? I’m sure that you would all have different answers, but all of you would no doubt come up with some combination of HR and management. In our work with major organizations, we’ve found that it is often the case that the balance falls too much to HR. In fact, we’ve found that managers — at many levels — often abdicate their own accountability for these critical responsibilities to support departments like HR and/or Training. (CLICK)
- Certainly, HR can and should guide the organization’s overall talent development and management strategy. HR can and often should be involved in reference checking, screening candidates, providing on-boarding opportunities and implementing software applications to simplify job posting, employee tracking and more. (CLICK)
- While theses HR roles are critical to talent management success, I’d like to suggest to all of you that to truly be successful in our organizations today, the ultimate accountability for attracting and retaining employees must rest with your managers. (Surveys and results) We conducted a recent survey with a group of HR executives at Fortune 500 companies to learn more about how managers — especially those at the lower to mid levels of management responsibility — view their accountability around talent leadership. (CLICK)
- We also recently surveyed 400 HR, Training and Leadership professionals around managerial accountability for talent leadership. What we learned was: Recently, it has become easier for my company to find the right people to place in jobs. (CLICK) 8.39% Strongly agreed 30.93% somewhat agreed 50.41% — over half of those served disagreed 10.26% Yeah, right! You try to find talented people. It isn’t easier to find employees (CLICK)
- In my organization, managers partner with HR around the sourcing of candidates for open positions. (CLICK) 31.60% said, “Very well” 42.42% said, “So-so” 14.77% said, “Not well at all” 11.2% said, “Partner with HR for sourcing? Not a chance!” Managers are not partnering with HR as much as HR people would like to see. (CLICK)
- Managers in my organization do a great job making sure employees’ jobs fit their skills and motivations, and then give regular and specific feedback on their performance. (CLICK) 8.04% said, “Yes, they do this very well.” 16.11% said, “They do a pretty good job.” 49.29% said, “They need some help in this area.” 13.71% said, “Only if they employee asks for it.” Despite leadership training and mentoring programs that seem to be increasing in availability and use in companies, managers still seem to need a lot of help to manage employees. (CLICK)
- Managers recognize and reward employees while keeping them “engaged” with the organization’s vision and strategies. (CLICK) 5.42% said, “They do a great job.” 41.42% said, “They do OK.” 36.72% said, “They don’t do this very well.” 16.59% said, “They don’t even know they’re supposed to!” Managers seem to need some help in the recognition and engagement area. Our work with clients over the years, helping them with leadership development and change management initiatives, coupled with the surveys we’ve conducted most recently to zero in on talent leadership issues tell us that managers — at all levels — need to become more fully engaged as talent leaders. (CLICK)
- First, these executives reported that these managers are often working at lower levels, performing employee tasks rather than managerial ones. (CLICK) While there were many reasons cited for this such as Corporate downsizing and productivity demands were high on the list of reasons that managers are more hands-on. Turnover at the employee level plays a part as well. (CLICK) Of Course, these demands on managers mean that time is a scarce resource. It’s often hard for managers to get above the fray. (CLICK) HR executives agreed, however, that when managers are involved in all aspects of talent leadership — when they step up to and embrace accountability for getting and keeping the right people rather than abdicating the responsibility, everyone — organization, managers and employees — benefit. (CLICK)
- They need to be an integral part of a company’s strategy to get and keep good people. They need to understand not only why they are on important part of this strategy, but also what their role entails and how to go about it. I’m going to spend the rest of our time together giving you some ideas about WHAT managers need to know about their role and (CLICK) HOW you might want to go about educating and motivating them to embrace it. First, let’s look at WHAT it means to be a talent leader. (CLICK)
- Managers who are effective talent leaders understand that they are accountable for three things: Attracting (CLICK) Retaining and (CLICK) Transitioning employees. We tell managers we work with, that talent leadership is an ART. We have found the ART acronym (as much as we don’t like to use too many of these in our work with clients!) to be a great way to provide an overall view of a talent leaders role. We’ve defined three “accountabilities” within each of these areas. (CLICK)
- Everything beings with hiring the right employees. In his book “Good to Great”, Jim collins says that the best companies, those that have gone from good to great, “get the right people on the bus, the right people in the right seats and the wrong people off the bus.” As competition for a shrinking talent pool continues and prospective employees have a lot more options, getting the right employees on is very important. what does that take? What do managers need to make sure happens? (CLICK)
- Sourcing — finding or creating a qualified pool of candidates for current and future positions (CLICK)
- Hiring — making decisions to get the right people into the right job (CLICK)
- On-boarding — getting new employees comfortable, connected and productive. Certainly, HR departments support all of these efforts to get the right people on the bus. However, managers who rely too heavily on support departments, who don’t view themselves as ultimately accountable for hiring decisions, who don’t have “time” to interview, to get references checked or to spend time with new employees can undermine all the best sourcing systems, tools or company procedures and processes. The best talent leaders, we have found, do things in each of these accountability areas to attract the right people to the organization. I’ve captured just a few best practices from our research to share with you today.
- (HANDOUT) Ask audience to review some of the Best Practices. Point out a couple of them. Ask if any has another to share. For some of the managers we work with, best practices like these are reinforcing. For some, they serve as a reminder, for others they’re eye opening. With the right people on board, the battle shifts to retention. (CLICK)
- 6 in 10 workers plan to leave their current job in the next two years (CLICK)
- 1 in 4 workers is dissatisfied with his or her job at this time. Along those lines… (CLICK)
- A recent Gallup employee engagement survey showed that: 29% Were truly engaged, who work with passion and feel a profound connection to their company 54% Were not engaged, had “checked out” — putting in time, not energy or passion — into their workday 17% Were actively disengaged, they were not only unhappy, they were acting out their unhappiness at work. So how can companies improve retention in the face of these challenges? Once again, managers throughout the organization will make the difference. This brings us to retaining talent. (CLICK)
- What do effective talent leaders do in the area of Retaining employees? (CLICK) They: Manage Engage and Develop their employees in ways that build this kind of employee-manager relationship while promoting long-term attachment to the organization. (CLICK)
- Managing means — providing effective day-to-day supervision, feedback and reinforcement. To most managers these aren’t anything new — but in the hustle of every day business they may be difficult to accomplish. What do the best managers do in these areas to improve retention? Again, I’d like to share some of the best practices we’ve found. The Great Place to Work Institute says it this way… (CLICK)
- Engaging means — keeping employees connected and enthused about the organization. (CLICK)
- Developing means — providing opportunities to increase employees’ skills and abilities. (CLICK)
- Let’s take a look at each of these Expanding Transferring and Letting go (CLICK)
- Expanding means — seeking or creating new intra- and/or interdepartmental roles and responsibilities. (CLICK)
- Transferring means — Networking to export or import talent for the good of the organization. (CLICK)
- Letting go means — ending a working relationship with an employee. It’s easy to see how managers can get caught up in the “time crunch” — not thinking about the need to help employees expand their skills and abilities within the department or the company. Or how they can get caught in self-serving behaviors when it comes to their productive “star” employees, reluctant to allow those employees to transfer to other jobs — even if that is best for the organization — because they risk the productivity impact of a change. Or, how they get caught in ending a relationship with an employee negatively by not dealing well with an employee’s departure or not dealing with underperforming employees. Our organizations, as all of you know so well, can be seriously affected when managers are unwilling or unable to look beyond their immediate needs. When they won’t look at the broader organization’s talent issues. When they won’t help employees move on when they’re ready. When they won’t let go when they need to. What do the best talent leaders do in each of the transitioning accountability areas? (HANDOUT) When we can get managers to see beyond their immediate workgroups and recognize the talent needs of the entire company, they can more effectively match them with the right talent and even help employees take advantage of transition opportunities. As those in HR seek to engage managers more fully in talent leadership efforts, we also need to remember that their reinforcement and support will be critical. Although we/ve found that managers don’t generally disagree with these accountabilities and usually want to be better talent leaders, it’s not an easy role. (CLICK)
- Senior leaders must visible and consistently support this view of talent leadership, model best practices and provide resources, give ongoing support and communicate vision and strategy. (Big Picture)
- For those of you in the audience who know us, you’ll know that we believe strongly in designing educational opportunities for critical issues like this one that use a discovery learning framework and discovery learning techniques to engage learners and accelerate the learning process. So here are some things for you to consider when and if you decide to work with your managers around talent leadership issues. We’d suggest you build a learning experience that allows managers to learn with and from each other, that allows them to be focused and engaged in the experience and that provides transfer tools to help them back on the job. When we design programs, we use some of the following techniques to get the best results. (CLICK) STORIES “You’ve just bought a company!” “The CEO has just formed a project team and you’re on it.” The story “hooks” learners from the very start and helps the learning “stick” over time. (CLICK) SMALL-TEAM ACTIVITIES A table team environment gives people a “we’re in this together” a sense of commitment to the learning and encourages active participation — a natural environment for team building that in turn provides an added benefit of our learning designs. (CLICK) SIMULATED SITUATIONS Simulations replicate a slice of “reality” from the workplace. They are time compressed and “safe” so that learners can make mistakes and learn from them without real-world consequences. (CLICK) MAPS AND MODELS Maps and models used in our programs help imprint critical content information during the learning experience and provide a take away reinforcement tool for ongoing retention. (CLICK) GAMING TECHNIQUES Chips, cards, game pieces, dice, timers and more… there’s nothing like a little fun and competition to keep people focused on learning! If you build our education session with these techniques in mind — or evaluate available options from outside suppliers against these techniques — we believe that you’ll be able to better engage both the minds and the hearts of your learners. Knowing what to do is important — being able and will to do it is even more so. (CLICK)
- For those of you in the audience who know us, you’ll know that we believe strongly in designing educational opportunities for critical issues like this one that use a discovery learning framework and discovery learning techniques to engage learners and accelerate the learning process. So here are some things for you to consider when and if you decide to work with your managers around talent leadership issues. We’d suggest you build a learning experience that allows managers to learn with and from each other, that allows them to be focused and engaged in the experience and that provides transfer tools to help them back on the job. When we design programs, we use some of the following techniques to get the best results. (CLICK) STORIES “You’ve just bought a company!” “The CEO has just formed a project team and you’re on it.” The story “hooks” learners from the very start and helps the learning “stick” over time. (CLICK) SMALL-TEAM ACTIVITIES A table team environment gives people a “we’re in this together” a sense of commitment to the learning and encourages active participation — a natural environment for team building that in turn provides an added benefit of our learning designs. (CLICK) SIMULATED SITUATIONS Simulations replicate a slice of “reality” from the workplace. They are time compressed and “safe” so that learners can make mistakes and learn from them without real-world consequences. (CLICK) MAPS AND MODELS Maps and models used in our programs help imprint critical content information during the learning experience and provide a take away reinforcement tool for ongoing retention. (CLICK) GAMING TECHNIQUES Chips, cards, game pieces, dice, timers and more… there’s nothing like a little fun and competition to keep people focused on learning! If you build our education session with these techniques in mind — or evaluate available options from outside suppliers against these techniques — we believe that you’ll be able to better engage both the minds and the hearts of your learners. Knowing what to do is important — being able and will to do it is even more so. (CLICK)
- For those of you in the audience who know us, you’ll know that we believe strongly in designing educational opportunities for critical issues like this one that use a discovery learning framework and discovery learning techniques to engage learners and accelerate the learning process. So here are some things for you to consider when and if you decide to work with your managers around talent leadership issues. We’d suggest you build a learning experience that allows managers to learn with and from each other, that allows them to be focused and engaged in the experience and that provides transfer tools to help them back on the job. When we design programs, we use some of the following techniques to get the best results. (CLICK) STORIES “You’ve just bought a company!” “The CEO has just formed a project team and you’re on it.” The story “hooks” learners from the very start and helps the learning “stick” over time. (CLICK) SMALL-TEAM ACTIVITIES A table team environment gives people a “we’re in this together” a sense of commitment to the learning and encourages active participation — a natural environment for team building that in turn provides an added benefit of our learning designs. (CLICK) SIMULATED SITUATIONS Simulations replicate a slice of “reality” from the workplace. They are time compressed and “safe” so that learners can make mistakes and learn from them without real-world consequences. (CLICK) MAPS AND MODELS Maps and models used in our programs help imprint critical content information during the learning experience and provide a take away reinforcement tool for ongoing retention. (CLICK) GAMING TECHNIQUES Chips, cards, game pieces, dice, timers and more… there’s nothing like a little fun and competition to keep people focused on learning! If you build our education session with these techniques in mind — or evaluate available options from outside suppliers against these techniques — we believe that you’ll be able to better engage both the minds and the hearts of your learners. Knowing what to do is important — being able and will to do it is even more so. (CLICK)
- For those of you in the audience who know us, you’ll know that we believe strongly in designing educational opportunities for critical issues like this one that use a discovery learning framework and discovery learning techniques to engage learners and accelerate the learning process. So here are some things for you to consider when and if you decide to work with your managers around talent leadership issues. We’d suggest you build a learning experience that allows managers to learn with and from each other, that allows them to be focused and engaged in the experience and that provides transfer tools to help them back on the job. When we design programs, we use some of the following techniques to get the best results. (CLICK) STORIES “You’ve just bought a company!” “The CEO has just formed a project team and you’re on it.” The story “hooks” learners from the very start and helps the learning “stick” over time. (CLICK) SMALL-TEAM ACTIVITIES A table team environment gives people a “we’re in this together” a sense of commitment to the learning and encourages active participation — a natural environment for team building that in turn provides an added benefit of our learning designs. (CLICK) SIMULATED SITUATIONS Simulations replicate a slice of “reality” from the workplace. They are time compressed and “safe” so that learners can make mistakes and learn from them without real-world consequences. (CLICK) MAPS AND MODELS Maps and models used in our programs help imprint critical content information during the learning experience and provide a take away reinforcement tool for ongoing retention. (CLICK) GAMING TECHNIQUES Chips, cards, game pieces, dice, timers and more… there’s nothing like a little fun and competition to keep people focused on learning! If you build our education session with these techniques in mind — or evaluate available options from outside suppliers against these techniques — we believe that you’ll be able to better engage both the minds and the hearts of your learners. Knowing what to do is important — being able and will to do it is even more so. (CLICK)
- The war for talent is on. It may be a small battle in your company right now, or it may already be a full-fledged conflict. My challenge to all of you as HR professionals today is to consider the attitudes, motivations and skills of your own managers. Do they understand their critical role as talent leaders? Do they have the knowledge and skills they need to be successful? The best organizations, the ones that will most likely win the war, will attack on many fronts. And along the way, they will prepare their leaders to lead the charge. Leaders throughout the organization. (CLICK) Thank you for your time.