Use Talent Management Articles to
Super-charge Your Company’s Human Resources

talent management

“If you pick the right people and give them the opportunity to spread their wings—and put compensation as a carrier behind it—you almost don’t have to manage them.”

~ Jack Welch~

Carlos oversees the human resources department for an expanding oil company. As part his goal to educate and improve abilities of HR and the staff to manage human capital, he decided to find and share great articles. “I wanted a resource that would be of value for our employees and managers,” Carlos said.

“I wanted our people to understand that they could have more control over their advancement,” Carlos said. “It’s not just HR that controls talent management, leaders and workers have a say, too.”

Carlos researched talent management articles for human resources he could draw on for information to share. “Often I’ll ask the writer of a great article if I can repost it for my people,” Carlos said. “I know it’s unethical to just lift it from the web without permission.” Even without permission, however, it is acceptable to quote excerpts and provide a link back to the original article.

Great talent management articles can offer education and value nearly equivalent to semesters of coursework. Carlos looked for articles with depth and vision.

Ten Ways to Keep Your Star Employees is a great example of the best kind of article for his managers. “It fit right in with both empowering employees and managing talent, Carlos said. “Look at some of the points it covers!”

  • Empowering employees use their own gifts.
  • Discovering tasks your top talent loves to do.
  • Focusing on what workers are doing right in feedback and less on what’s wrong.
  • Communicating effectively so each person- management and staff- understand the task, the company policies, and what’s expected.
  • Helping your employees work smarter, not harder.
  • Offering quality of life enhancements—even when the tough economy doesn’t let you pay them more.
  • Letting employees focus more on what they enjoy.
  • Looking for advancement opportunities for your employees and helping them find those openings within the company for themselves.
  • Coaching and mentoring as a way to increase skills, value to the company, and chances for advancement.

Carlos also found cost effective ways to improve employee morale with this article: How Managers Can Improve Their Workplaces for Employees. The article covered the value of:

  • Keeping lines of communication open so employees feel their comments matter.
  • Adjusting work schedules with flex-time and other ways to keep talent that might otherwise leave the workforce.
  • Recognizing accomplishments—which have been show to add satisfaction to workers.
  • Developing programs and plans for workers to increase their skill levels. This increases the talent pool and makes the job of human resources easier.

“As I looked at talent management articles, some were particularly appropriate from a human resources perspective,” Carlos said. “3 Reasons to Invest in Leadership Development added to my understanding of the value of outside coaching in ways I hadn’t considered.” It said:

  • Coaching and training is cheaper than bringing on new recruits. The cost of training them and bringing them up to speed is much higher than training or coaching current employees.
  • Outside coaching relieves a burden on managers and allows managers to focus on their company job. Plus, you have an expert trainer teaching your employees, instead of a manager whose skills lie in a different direction.
  • Talent development benefits both the company and the employees. The company creates a succession plan of rising leaders and keeps proprietary information within the company. Staff knows they are valued and appropriately challenged.

“I found great value in reading talent management articles to help me with my company’s human resources,” Carlos said. “It also gave me insights into breaking news and new ways of using traditional strategies.” Carlos likes the fast learning that comes from articles and plans to continue mining top articles for more valuable information to help him retain his company’s top talent.

If you’re looking for articles on leadership, management, and work issues, visit Joel’s website. For assistance building your company’s human resources, contact Joel.

Talkback: Have you read a great article? Let us know so we can all enjoy it.

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Six Articles to Fix Your Employee Retention Issue

Love your Job

“An employee’s motivation is a direct result of the sum of interactions with his or her manager.”

~ Bob Nelson~

Client Joan Asks: We’ve been really struggling with an employee retention problem.  I’d like to help my managers determine where the problem may lie and come up with some solutions we can implement to keep our employees productive and happy.

Do you have some articles I could recommend to them that would help?

Coach Joel Answers: I like the direction you are going, Joan.  If you allow your managers to read up on the way other people have resolved this problem, you get some buy in.

Then when they come to the table to discuss their ideas and solutions, you already have them taking ownership of the problem. They will be more interested in working toward a solution.

Here are six articles that will get you started.

1. How Managers Can Improve Their Workplaces for Employees.  Joan, the fact is, most employees leave because of their boss and the management.  The great thing about the suggestions in this article is that you don’t need to bust your budget to accomplish these strategies.

You’ll find seven simple steps you and your managers can take immediately to help retain more employees. Read Employee Retention Article.

2. Ten Ways to Keep Your Star Employees.  Anytime you have top talent, you want to have them happy and secure with you.  One of the issues that surfaces with rising stars is they will not stay if they don’t feel they are doing fulfilling work. Also, if they feel they are totally inundated with work they may become discouraged. Read Star Employees Article.

3. Highly Engaged Workplace.  Sometimes you find workers just “biding their time” at their job.  They don’t feel committed to the work. They stick it out because of the down economy, but don’t feel any loyalty to your company.  This article helps you identify the key things that bring your employees fulfillment.

When you find those benefits and work situation that engages your workers, you change them from “waiting to leave,” to “wanting to stay.”  It changes the entire workplace environment. Read Engaged Workplace Article.

4. How Men and Women in Leadership Can Help Employees Succeed.  When employees are properly trained and feel they are using their skill sets to succeed, they enjoy their jobs more.

Use this article to examine the training opportunities you have in place. Do your workers need tutoring, mentoring, coaching or on-the-job training to feel more valuable?  Are your employees confused about expectations and how you define success? This article will help you evaluate your workers better. Read Help Employees Succeed Article.

5. Give Employees What They Need. Sometimes as you evaluate your employee retention issue, you may discover that you have not given your staff the tools they need to succeed.

When workers stand on uncertain ground, they seek the security of another job.   With this article you’ll find six tips to strengthen your employees’ commitment to succeed at your job instead of looking elsewhere. Read Keep Employees Motivated Article.

6. Why Did They Leave? How to Retain Workers by Surveying Employees After They Resign. What’s the best way to determine whether your employees are happy or unhappy and why? Ask them! This article explains the importance of surveying current employees and provides examples of questions to include on your survey. Read How to Retain Workers Article.

Joan, as your managers look at these employee retention articles, they will see where they can strengthen the workplace and their management skills.  When employees enjoy their job, their manager, their work environment, and their pay you will find your retention problem disappears.

Looking for the solutions to your employee retention issues? Contact Joel for options specifically designed for your situation.

Talkback: What articles have you read lately that could help managers keep their workers satisfied? 

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Make Your Employees Glad to Work

Happy People at Work

“Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.”

~Anne M. Mulcahy~

What comes to mind when you think of business success? Improving the bottom line? Cutting costs while increasing profits? Those are important, but no business is successful for long without good, talented employees who are happy to come to work and do their best every day. Below are ways to focus on improving employee satisfaction – and increasing your business’ success and profitability at the same time:

1. Value your employees – in every way.

Did you ever have a boss who was quick to praise for a job well done – but stingy with benefits and pay? Actions always speak louder than words, and while current finances may not always permit you to pay top dollar, pay as much as you can based upon company profitability. In other words, the employee who toils five days or more a week to help make your company a success deserves to be recognized for that effort with praise and with benefits and pay commensurate with performance. Fair pay for work done is one of the best ways to improve employee satisfaction, and it’s also simply fair.

2. Create a culture of true camaraderie.

Of course, your first priority each day is to get business done and make your company successful. To do that, though, it’s important to have fun once in a while too, as colleagues. Schedule office parties occasionally where all employees are invited to bring their spouse/significant other and children, too. Acknowledge birthdays with a 15-minute impromptu party. Don’t frown upon spontaneous wiffleball games in the hallway; in fact, why not join in? Improving employee satisfaction means letting your hair down once in a while – prudently – and allowing your employees do the same.

3. Celebrate victories together.

All too often, companies reward management with big bonuses and lots of recognition, but overlook the accomplishments of lower-level employees, some of whom may have significantly contributed to management’s successes. That’s not fair, and employees (rightly) resent that. Instead, whenever your company has a big victory, celebrate together. Schedule a company lunch, or have a little party. Recognize your entire team – everyone. Recognition is a central component of improving employee satisfaction.

4. Be a part of your local community.

One of the best ways to create a cohesive work environment is to become a part of the local community. Connect with your community as a group, and give back to it. Get involved in community service as a company. Investigate what particular needs your community has. Serve Thanksgiving dinner at the local homeless shelter, or volunteer to participate in a cancer walk as a company team. Getting out of the work environment and rolling up your sleeves together toward a shared goal brings cohesiveness to your group that continues back at the office. Breaking out of everyday roles outside of the office can go a long way toward improving employee satisfaction in the office as well.

5. Encourage open communication.

Don’t just say you want to foster open communication; do it. If your employees don’t feel they can talk to management, they won’t; resentments will fester, and productivity and employee morale will fall.

Communication starts with you. Tell your employees how they’re doing, and encourage them to talk to you about how you are doing, too. This isn’t about insubordination, by the way. Don’t take the attitude that because you’re the boss, you’re naturally untouchable. If something’s wrong with the way the company is being run or the way people are being treated, employees should be able to tell you about it. If you’re a large company, you may not know that there may be a particular problem with lower management unless you’re told – and you won’t be if employees can’t speak up.

Communication shouldn’t just be about problems that need to be fixed, either. Your employees comprise your own rich brain trust that can help your company, products, or services become better. Encourage employees to share their ideas and reward them for those you use. When employees are heard and valued, improving employee job satisfaction won’t be a chore you “must do.” It will simply happen.

About the author: Erica L. Fener, Ph.D., is Vice President, Business Development Strategy and Analysis at Progressus Therapy, a leader in connecting their candidates with school-based PT jobs and early intervention service jobs.

Do you need happier employees?  For tips, help, and coaching on improving the satisfaction of your employees contact Joel.

Talkback: What steps have you taken to increase the morale at your office? What has worked best… or failed spectacularly?

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Human Capital Management:
It’s Both a Career and a Salary Issue

Human Capital Management

“I set as the goal the maximum capacity that people have. I settle for no less. I make myself a relentless architect of the possibilities of human beings.”

~ Benjamin Zander ~

Randy knows his company’s HR operation is in need of a makeover. The combination of the down economy, government regulations, new technologies and recruiting challenges has overwhelmed people with paper-pushing and record-keeping. Randy wants to shift the company’s focus from a “personnel department” where staff is giving attention to individual career salary for human capital management.

As company president, Randy assumes ultimate responsibility for all departmental outcomes. But he knows that his people will support what they help create, so he wants his managers to be involved in designing a new HR direction. After a two-hour brainstorming session, they come up with three action items:

  1. Adopt an asset focus
  2. Reward results
  3. Expect continuous improvement

1. Adopt an asset focus. A company that operates with a human capital management philosophy believes that its people are just as much an asset as its buildings, its inventory or its cash in the bank. The career salary for people needs to be equal to the value being provided.

“We can quantify peoples’ value,” Randy tells his staff. “And we can increase that value by making the right kind of investment in them. But how do we do that?”

Truly treating employees like assets involves a new and different mindset for many corporations. Often, especially in a down economy, people are viewed as liabilities. Both philosophically and in actual accounting, they are treated as costs, an overhead item that can be reduced or eliminated for short term gain.

Instead of the traditional belt-tightening when the going gets tough, now is the time to increase investment in our people,Randy decides. That means recruiting top talent with the same analysis and intensity the company would put into buying a new piece of equipment. It also means setting up a comprehensive people development program that includes management training, career coaching, and a comprehensive succession plan that provides upward mobility and salary increases for those who want a real future with the company. His focus is on human capital management in which career satisfaction and salary are priorities for employees.

2. Reward results. Overall compensation, including salary, benefits, and intangibles, is important, but it must be based on results. And the corporate culture should be set up so that the best rewards go to those who achieve the most impressive results. Along the way, of course, the company should also reward exceptional effort with praise and encouragement, even in cases where the goal or expected outcome didn’t happen. Each department manager will be responsible for evaluation and rewards, based on holding employees accountable for achieving specific business objectives, coming up with new ideas, and contributing to the company’s long-range plans.

3. Expect continuous improvement. Randy sees this strategy as a long term change, and long term means continuous improvement throughout the company.

The principle of continuous improvement originated with Dr. W. Edwards Deming, the management guru who helped the Japanese rebuild after World War II. Rather than making radical, high profile changes in company operations, Dr. Deming adopted the Japanese concept of kaizen, meaning “good change.” Kaizen says that each employee responsible for making small but consistent changes to his or her own operation. Over time, those small, incremental changes contribute directly to the company’s bottom line results.

Kaizen is based on five key principles: teamwork, personal discipline, improving morale, using quality circles, and making suggestions for improvement. Randy and his C-level managers base their human capital management strategy on implementing these principles. They provide monetary rewards, and they treat people as tangible assets by providing coaching and training that lead to career advancement opportunities.

The moral of the story, Randy says: “Invest in your people, just as you would any other tangible asset, and your ROI will go straight to the bottom line.”

If you would like to turn your people into tangible assets, Joel can show you how to do that. Contact him today.

Talkback: Are you seeing your people as assets or liabilities? Share your experience here.

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How to Design an
Employee Retention Program that Works

“EVERYTHING matters.”

~ Dave Olsen, Starbucks Chief Coffee Buyer ~

Client Robert Asks: I’m losing people right and left, and I don’t understand why. I’d think that, in this job market, people would be happy just to have a job. We have a good orientation program. But my turnover rate is through the roof and I know it’s costing the company money. What can I do to stop the bleeding? I think I need to design an employee retention program.

Coach Joel Answers: You’re right—losing employees is an expensive proposition. Companies that deal successfully with this issue don’t just rely on an orientation meeting and an employee handbook. An effective program to retain employees involves the entire company and can last a month or two, or even six. Successful on-boarding is the key to employee retention and your program needs to focus more on emotional take-aways than just a list of activities to be checked off. You need to answer these three questions for every new hire:

  • Who are we?
  • Why am I here?
  • Where am I going?

1. Who are we? Most new employees already know something about the company because they’ve been through the recruiting process, so don’t waste a lot of time and energy on company history. Instead, spend time talking about how the company is structured and who reports to whom, both formally and informally. Visuals are helpful here—organization charts, annual reports, and promotional materials, for example. Talk about the company’s value proposition. What sets us apart from our competitors? How do we make money? Why are we successful?

Emphasize how the company treats its customers and clients. Introducing new employees to key clients as part of the formal on-boarding process is a great tactic, but at the very least, have some anecdotes and experiences to share. This makes it real.

2. Why am I here? Establish a clear understanding in each new employee’s mind about how their department and specific job fits into the overall company picture.  Make them feel important. Be clear about what you expect from both the department and the employee. This includes short and long term goals, major projects, deadlines and deliverables. Show them how the work gets done. Don’t worry too much about rules and red tape at this point. Instead, get them started on a key project or activity right away, so they know they are adding value to an already valuable business enterprise.

3. Where am I going? The first two steps in the program lay a good foundation for retaining employees, but retention won’t really take hold until the employee feels at home. You can make this happen by helping new employees become a part of the organization as quickly as possible. This starts with introducing them to colleagues and company leaders but that’s only the beginning. Your job is to make them feel that they are part of a great company and that you feel lucky to have them as part of the team. Let them know that relationships count and that their colleagues and the company are there to support both their growth and their contribution. Let them know you’ll have their back, so they are not afraid to try new things.

Show them the path ahead, which includes how to navigate the corporate ladder, what kinds of training, coaching, and personal growth programs are available to them, and how they fit into the company’s future. Remember, it’s not about you—it’s about them. Make them feel emotionally involved and committed, and they will be yours for life!

Are you struggling with turnover and retention issues? Contact Joel today to find out how you can create a turnaround.

Talkback: Have you tried some employee retention programs that worked? What do your employees say? Share your story here.