Date post: | 13-Sep-2014 |
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© 2007 Paradigm Learning, Inc. All rights reserved
Developing Managers asTalent Leaders
Catherine J. Rezak, Chairman and founder
Paradigm Learning
Southwest Florida Chapter ASTD and FTM-HRMA
© 2007 Paradigm Learning, Inc. All rights reserved
© 2007 Paradigm Learning, Inc. All rights reserved
The war for talent is on!External pressures• Retiring baby boomers• Decreasing number of young people• Increasing job opportunitiesInternal pressures• Limited resources• Disengaged employees• Unwanted turnover
© 2007 Paradigm Learning, Inc. All rights reserved
1 in 3 new employees begin job hunting
on the first day.
— Aberdeen Group
Did you know…
© 2007 Paradigm Learning, Inc. All rights reserved
87% of new hires decide to stay or leave within six
months.
— Kaye & Joran-Evans, workplace satisfaction experts
Did you know…
© 2007 Paradigm Learning, Inc. All rights reserved
It costs $5,000 to hire one employee and $10,000to replace him or her.
— Staffing.org
Did you know…
© 2007 Paradigm Learning, Inc. All rights reserved
In your company, whose job is it to…
• Source candidates
• Interview
• Hire
• Orientation
• Retain employees
• Transition employees
© 2007 Paradigm Learning, Inc. All rights reserved
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
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
HR’s Roles…
HR departments must support all of these efforts.
However, managers who rely too heavily on support departments can undermine all the best sourcing systems, tools or company procedures.
© 2007 Paradigm Learning, Inc. All rights reserved
To truly be successful in anorganization today, the ultimate accountability for attracting and retaining employees must rest with your managers.
Talent management success
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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 feedbackabout employee’s performance.
© 2007 Paradigm Learning, Inc. All rights reserved
Paradigm Learning’s2007 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.
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
Beyond talent development …managers as talent leaders
What does it take to be a successful talent leader?
© 2007 Paradigm Learning, Inc. All rights reserved
The A-R-T of talent
• Attracting• Retaining• Transitioning
Talent leadership is more A-R-T than Science
© 2007 Paradigm Learning, Inc. All rights reserved
Attracting
• Sourcing• Hiring• Onboarding
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
Sourcing
Managers as talent leaders
• Finding or creating a qualified pool of candidates for current and future positions
© 2007 Paradigm Learning, Inc. All rights reserved
Hiring
• Making decisions to get the right people into the right job
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
Onboarding
• Getting new employees comfortable, connected and productive
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
With the right people aboard, the battle shifts to retention.
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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…
© 2007 Paradigm Learning, Inc. All rights reserved
1 in 4 workers is dissatisfied with his or her job.
— CareerBuilder.com
© 2007 Paradigm Learning, Inc. All rights reserved
Employee Engagement Index29%
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
© 2007 Paradigm Learning, Inc. All rights reserved
Retaining
• Managing• Engaging• Developing
What do effective talent leaders do in the area of retaining employees?
© 2007 Paradigm Learning, Inc. All rights reserved
Managing• Providing effective
day-to-day supervision, feedback and reinforcement
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
Engaging• Keeping employees
connected and enthused about the organization
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
Developing• Providing opportunities to
increase employees’ skills and abilities
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
Transitioning
• Expanding
• Transferring
• Letting go
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
Expanding• Seeking or
creating new roles and responsibilities
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
Transferring• Networking to
export or import talent for the good of the organization.
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
Letting go• Ending a working
relationship with an employee
Managers as talent leaders
© 2007 Paradigm Learning, Inc. All rights reserved
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
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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.
© 2007 Paradigm Learning, Inc. All rights reserved
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?
© 2007 Paradigm Learning, Inc. All rights reserved
The bottom lineOrganizations must make talent management a top priority. They must source and develop talent carefully, keeping employees engaged and committed while removing underperformers.
They also must ensure that every manager in the company understands the rules of engagement and embraces a leadership role in talent management.
© 2007 Paradigm Learning, Inc. All rights reserved
The war for talent is on … are your managers ready?
For more information, visit www.ParadigmLearning.com.