Talent Management Excellence June - 2022

JUNE 2022 • Vol. 09 • No. 06 (ISSN 2564-1972)

6 Proven Tips To Improve Employee Retention - Molly Brennan,

Founding Partner, Koya Partners

09

14

21

29

Top Tips To Re-Engage Boomers And Generation Xers

Retain Your Employees By Giving Them Wings

In The Race For Talent, Adopt A ‘People-First’ Mentality

Why You Must Be A Trusted Advisor To Candidates Too

- Shu Yeung, GetHRSmart LLC

- David Novak, David Novak Leadership and Jason Goldsmith, Mustard

- Mike DePrisco, Project Management Institute (PMI)

- Jeremy Eskenazi, Riviera Advisors

INDEX

Talent Management Excellence JUNE 2022

Vol.09

No.06

(ISSN 2564-1972)

07

6 Proven Tips To Improve Employee Retention The competition for talent remains intense.

On the Cover

- Molly Brennan, Founding Partner, Koya Partners

Articles 12 Here’s How Improving SOPs Can Help You Grow Your Business Develop a culture of knowledge sharing and continuous improvement - Ken Babcock, CEO and Co-Founder, Tango

18 Here’s What To Consider When Implementing Flexible Work Arrangements Bring this vision to reality in your workplace - Rupert Bader, Vice President, Human Capital Planning, Anaplan

26 Combating Unproductive Meetings Through Enhanced Scheduling What you need is a scheduling platform that respects your time!

- Gilles Raymond, CEO and Founder, Letsmeet

33 Men, Help Us Stop Women’s Dead-End Work Here's how to promote gender equity at work

- Linda Babcock, Carnegie Mellon University,

Brenda Peyser, Carnegie Mellon University, Lise Vesterlund, University of Pittsburgh, Laurie R. Weingart, Carnegie Mellon University

37 The New Opportunity: Connect With Your People What you can do to retain your best employees and be more productive - Dr. Francis Eberle, Advisor, Speaker, Price

Associates

42 TRAINING TO WIN: How Much is a Trained Employee Worth?

- HR.com Professional Education Team

Top Picks

09

INDEX

Top Tips To Re-Engage Boomers And Generation Xers Creation of affinity groups can help - Shu Yeung, CEO, GetHRSmart LLC

14

Retain Your Employees

By Giving Them Wings How can companies turn problems into opportunities - David Novak, David Novak Leadership, Jason Goldsmith, President and Co-Founder, Mustard

21

In The Race For Talent, Adopt A ‘People-First’ Mentality Four critical areas to focus on - Mike DePrisco, CEO, Project Management Institute

(PMI).

29

Why You Must Be A Trusted Advisor To Candidates Too You'll lose candidates if you don’t advocate for them - Jeremy Eskenazi, Founder, Riviera Advisors

How are our Talent Management Products and Services helping to make you smarter?

Talent Management Excellence - Monthly Interactive Learning Journal This monthly interactive learning experience captures key metrics and actionable items and keeps you focused on your Talent Management Needs.

Talent Management Virtual Events Talent Management Virtual Events will help individuals who deal with the different areas in talent management get a better understanding of the big picture of their organization.

Manage performance and talent effectively by studying topics from compensation and incentives, technologies, and compliance to managing and tracking performance of an organization, a department, employee, or even the processes to build a product or service. Each Virtual Event consists of up to 10 credit webcasts.

Talent Management Webcasts for Credit HR.com webcasts deliver the latest Talent Management industry news, research trends, best practices and case studies directly to your desktop. Webcasts are available live online with a downloadable podcast and a copy of the slides (PDF) available before and after each webcast.

Earn all of the required recertification credits for aPHR, PHR, SPHR, GPHR, and SHRM Certifications. HR.com’s one-hour webcasts, in every HR specialty including Talent Management, are pre-approved for HRCI and SHRM credit (excluding Demo webcasts).

Talent Management Community Join almost 120,000 HR.com members with a similar interest and focus in the Talent Management Community.

Share content and download research reports, blogs, and articles, network, and “follow” peers and have them “follow” you in a social network platform to communicate regularly and stay on top of the latest updates. This well established Talent Management Community is an invaluable resource for any HR professional or manager.

Use these invaluable Talent Management resources today!

For more information phone: 1.877.472.6648 | email: sales@hr.com | www.hr.com

EDITOR’S NOTE Editorial Purpose Babitha Balakrishnan

Debbie Mcgrath

Our mission is to promote personal and

Editor, Talent Management Excellence

Publisher, HR.com

professional development based on constructive values, sound ethics, and timeless principles.

Excellence Publications Debbie McGrath

CEO, HR.com - Publisher

Dawn Jeffers VP, Sales

Sue Kelley

Director (Product, Marketing, and Research)

Babitha Balakrishnan and Deepa Damodaran

Excellence Publications Managers and Editors

Talent Management Excellence (ISSN 2564-1972) Babitha Balakrishnan Editor

Chinnavel

Design and Layout (Digital Magazine)

Laxmi Kedia

Magazine (Online Version)

Submissions & Correspondence Please send any correspondence, articles, letters to the editor, and requests to reprint, republish, or excerpt articles to ePubEditors@hr.com.

For customer service, or information on products and services, call 1-877-472-6648

For Advertising Opportunities, email: sales@hr.com

Talent Management Excellence is published monthly by HR.com Limited, 56 Malone Road, Jacksons Point, Ontario L0E 1L0

Internet Address: www.hr.com Copyright © 2022 HR.com. No part of this publication may be reproduced or transmitted in any form without written permission from the publisher. Quotations must be credited.

Employee Retention in a Changing World

E

mployee retention is one of the major challenges faced by organizations today.

In the current uncertain world, employees have a myriad of demands, and only organizations that put their people first fare well.

companies. What can companies do to recruit, retain, and tap into this experienced workforce? Shu Yeung’s (CEO, GetHRSmart LLC) article, Top Tips To Re-Engage Boomers And Generation Xers, sheds light on this topic.

Competitive salaries and attractive benefits packages are definitely great retention tools, but there are other crucial factors to be considered when it comes to keeping your best talent, especially in today’s job market.

It’s critical to meet employee expectations in areas such as flexible work opportunities, a strong work culture, work-life balance, opportunities for development and upward mobility, and mental health benefits. In brief, your employees have more options today and expectations have evolved. Providing them with the best of the benefits and work culture will help you build a team of skilled and capable employees, adding to the overall productivity of your organization.

Learn how companies can turn problems into opportunities by encouraging self-coaching and thereby engaging employees and turning the tide on the Great Resignation in the insightful article, Retain Your Employees By Giving Them Wings,

by David Novak (David Novak Leadership) and Jason Goldsmith (President and Co-Founder, Mustard).

This edition of Talent Management Excellence includes exclusive articles that focus on employee retention, gender equity, flexible work arrangements, and much more.

With the ongoing challenges around recruiting and hiring new talent, how can organizations boost employee happiness, satisfaction, and loyalty so their current team members won’t leave? Molly Brennan’s (Founding Partner, Koya Partners) article, 6 Proven Tips To Improve Employee Retention, puts forth critical actions to help retention efforts.

Jeremy Eskenazi (Founder, Riviera Advisors,) in his article, Why You Must Be A Trusted Advisor To Candidates Too, talks about the risk of losing candidates if you don’t advocate for them and build trust.

Employees have endured a lot of changes over the past two years. Hence, leaders should approach the next phase of work carefully by learning from the challenges and seizing the opportunity to help employees step into their full potential, as it will impact overall employee retention.

We hope you find the articles in this issue informative and helpful and, as always, we welcome your valuable feedback and suggestions.

Happy Reading!

The departure of employable individuals (specifically aged 42 and above) from the workforce has negative repercussions for

Subscribe now for $99 / year And get this magazine delivered to your inbox every month

Write to the Editor at ePubEditors@hr.com

Become a Member Today to get it FREE! OR

SIGN UP

Disclaimer: The views, information, or opinions expressed in the Excellence ePublications are solely those of the authors and do not necessarily represent those of HR.com and its employees. Under no circumstances shall HR.com or its partners or affiliates be responsible or liable for any indirect or incidental damages arising out of these opinions and content.

WHY EXCELLENCE PUBLICATIONS?

In a world of unparalleled challenges (global pandemic, racial injustice, political rivalry, digital 4.0, emotional malaise), uncertainty reigns. Finding opportunity in this context requires harnessing uncertainty and harnessing starts with reliable, valid, timely, and useful information. The Excellence publications are a superb source of such information. The authors provide insights with impact that will guide thought and action.

Dave Ulrich Rensis Likert Professor, Ross School of Business, University of Michigan Partner, The RBL Group

Excellence publications are my ‘go-to’ resource for contemporary and actionable information to improve leadership, engagement, results, and retention. Each edition offers rich and diverse perspectives for improving the employee experience and the workplace in general.

Julie Winkle Giulioni Author, Virtual /Live Keynote Presenter, Inc.’s Top 100 Leadership Speakers

I regularly read and contribute to Leadership Excellence and Talent Management Excellence. I use many of the articles I read to augment my own presentations and I often share the articles with my clients. They are always quick, right on target for the latest issues in my field, and appreciated by my clients. If you want to stay up to date on the latest HR trends, choose a few of the different issues from the Excellence series of publications.

Dr. Beverly Kaye CEO, BevKaye&Co.

We’re eager to hear your feedback on our magazines. Let us know your thoughts at ePubEditors@hr.com

COVER ARTICLE

6 Proven Tips To Improve Employee Retention The competition for talent remains intense.

By Molly Brennan, Koya Partners (part of Diversified Search Group)

D

uring 2021’s Great Resignation, a record number of Americans quit their jobs, impacting every sector and level of talent, and leading to fierce competition to recruit and retain employees – which continues to be a huge challenge. As of March 2022, there were still 11.5 million job openings – more job openings than there are unemployed people – and the competition for talent remains intense. Now that 90% of organizations are trying to fill open positions, hiring managers are facing difficult searches to recruit talent, while simultaneously focusing on improving retention.

With the ongoing challenges around recruiting and hiring new talent, how can organizations boost employee happiness, satisfaction, and loyalty so their current team members won’t leave?

Here are six critical actions to help retention efforts:

1. Determine “the Why”

A recent McKinsey report showed a disconnect between why employers think their employees are leaving and why people actually leave. Employers cited compensation, work-life balance, and poor health, while employees said they didn’t feel valued by their organizations or managers, or they didn’t feel a sense of belonging at work. Employees are hungry for connections and relationships, wanting meaning and purpose in their work. Managers should utilize

Talent Management Excellence presented by HR.com

June 2022

7

conversations with employees, anonymous polls, exit interviews, etc. to better understand (and resolve) these issues.

2. Recognize It’s Not Just About Money

Compensation is important, but it’s not the main reason people quit. While employees should be paid competitively and equitably, they should also be given opportunities for advancement, collaboration, and satisfaction at work. Provide training and development, mentoring opportunities, and a supportive environment, in addition to a competitive paycheck.

This multi-layered approach to being an employer of choice will help you retain employees.

3. Give People What They Want

Conduct employee surveys to determine employees’ needs, wants, and values. For instance, more than 1.5 million mothers haven’t returned to work because they don’t have childcare, and 20% of employees said childcare benefits are their top priority. A recent poll showed that people want more paid time off, mental health resources, better health insurance, and financial wellness training. By meeting these expectations with forward-thinking benefits packages, you’ll differentiate yourself from the competition.

4. Foster a Healthy Culture

Employees care about relationships, connectivity, and belonging, so strengthen culture and connections on your team.

Submit Your Articles

6 Proven Tips To Improve Employee Retention

6. Express Gratitude

Don’t discount the importance of sincerely thanking employees for their efforts. Acknowledge their hard work. Express your appreciation – especially when they go above and beyond for the company, team, or customers. Praise hard workers at staff meetings, and spotlight outstanding employees on your social media platforms. Give financial bonuses if your budget allows. Consider giving gift cards to local restaurants, coffee shops, or spas. Send handwritten notes about specific things you admire and appreciate about your team. Give employees a day off after they finish a big project or when they hit a critical milestone. Make employees feel valued and appreciated because it’s the right thing to do, and as a bonus, you’ll boost loyalty, satisfaction, and retention.

Create a culture where health, inclusivity, support, collaboration, and balance are emphasized and prioritized. Consider how you start and end meetings, how you collaborate and celebrate. Protect time and reduce stress by blocking off “no-meeting days.” Even small changes can make a real difference when it comes to culture and helping employees feel more connected to each other and the organization.

5. Create Personalized Retention Plans

When was the last time you asked an employee if they are happy or if they were thinking of leaving? We’re all familiar with exit interviews, but by the time managers have these conversations, the employees are already leaving. Consider holding ”stay” interviews – where leaders talk to current employees to determine how they’re doing and determine what’s bothering them – to better understand who may be at risk of leaving. Then, create a personalized plan to get them to stay and re-engage. For example, if an employee tells you they’re concerned about a lack of growth opportunities, consider what you can do to increase their skills and exposure even if you can’t immediately give them a formal promotion. Recognize that there is no one-size-fits-all retention plan that will work with everyone, so tailor your approach for each employee.

Talent Management Excellence presented by HR.com

June 2022

8

As we continue to face unprecedented staffing shortages, leaders have heard ad nauseam how essential it is to provide competitive salaries and attractive benefits packages. And while it is certainly important to offer these things, these are not the only things that you should provide to retain employees.

Don’t underestimate the importance of building a collaborative culture, determining why people are leaving (or considering leaving), creating personalized retention plans, and expressing sincere gratitude for your employees’ efforts. These seemingly “small” details will make a tremendous difference in retaining talent at your organization.

Molly Brennan is a Founding Partner at the executive search firm, Koya Partners, which is part of the Diversified Search Group, where she is also the nonprofit practice lead. A frequent contributor to Philanthropy News Digest and other publications, Brennan also authored The Governance Gap: Examining Diversity and Equity on Nonprofit Boards of Directors.

Would you like to comment?

Submit Your Articles

Top Pick

Top Tips To Re-Engage Boomers And Generation Xers Creation of affinity groups can help

By Shu Yeung, GetHRSmart LLC

C

ompanies are experiencing a severe talent shortage and some experts predict that it will continue over the next few years. One of the factors contributing to this talent shortage is that Boomers and Gen Xers have left the workforce because they have either retired or withdrawn from the market.

The departure of employable individuals aged 42 and above from the workforce has negative repercussions

Talent Management Excellence presented by HR.com

June 2022

9

for companies. In-depth industry knowledge, historical knowledge, expertise and experience are lost, all of which cannot be quickly learned or replaced.

Over the years, companies have addressed ways to attract and retain a multigenerational workforce with varied values and priorities. Examples of what companies have implemented include changes

Submit Your Articles

Top Tips To Re-Engage Boomers And Generation Xers

to benefit programs, adding working from home options and redesigning learning programs. One way companies have tried to retain employees from underrepresented groups, including those who are aged 40 and over, is through the creation of affinity groups.

Affinity groups are employer-sponsored and employee-organized with the purpose of creating a community of members who share common experiences and interests. An “Over 40” affinity group would be primarily composed of members who fall under the Boomers and Gen X generations. Members do not necessarily need to be a Boomer or Gen Xer; in these cases, these members would be considered “allies” to the affinity group. Members of the affinity groups organize events and programs that are of interest to them for both their members and the entire company.

language that is required for the role. However, this candidate may have had years of experience with other coding languages in the past and has shown to have mastered them with ease. This indicates that the candidate understands the logic and methodology of coding languages and most likely, would be able to pick up other coding languages. Another example is an HR Generalist who may not have experience in a specific industry. As long as the HR Generalist has experience in the HR functions that are required for the role, the skills can be transferable to different industries.

Focus on Highlighting Company Successes and Milestones

In addition to affinity groups, what else can companies do to recruit, retain and tap into this experienced workforce?

What brings employees together is a strong company leadership team that shares a common mission and vision of the company with employees, and one that all employees can believe in and rally behind. Focus on highlighting company successes and milestones, and group/team contributions. Employees will feel proud of being part of such a company.

When Interviewing Candidates, Focus on Hiring “Skills” Instead of “Fit”

Create an Environment Where All Ideas Are Included and Experience Is Valued

What exactly does “fit” mean anyway? Without a company-wide clear definition of “fit” and a standard, methodical and rigorous method of interviewing for “fit”, subjectivity and “gut feeling” creep into the interviewing and candidate selection processes.

Focus on hiring candidates for the skills that are needed for the role. This means, both the hard and the soft skills are needed. Examples of hard skills include software engineering skills, project management skills and accounting skills. Examples of soft skills include customer orientation and detail orientation.

Think Out of the Box When Interviewing Candidates

When screening candidates, consider skills that may be transferable to the role. There are candidates who may not have the exact experience that you are looking for but if the candidate’s skills are transferable to the role you are filling, consider those candidates.

Company-wide business successes translate to individual team successes and to individual employees. Create an environment where managers and leaders are listening to the views of all of their team members and where all recommendations are considered when making final decisions. What better way to engage experienced employees than by letting them know that their ideas and experiences are valued and that they ultimately contribute to the company’s success.

Shu Yeung is the CEO of GetHRSmart LLC, an HR consulting firm. She has over 20 years of experience as an HR leader.

Would you like to comment?

For example, a software engineering candidate may not have the experience in a specific coding

Talent Management Excellence presented by HR.com

June 2022

10

Submit Your Articles

The Future of HR’s Role in Managing Corporate Culture & Change

At this one-day virtual event, you will learn how to build a strong company culture to get you through any challenge! It will include expert sessions that reveal how successful organizations have managed their corporate culture to accommodate and facilitate change while also improving their performance in critical areas such as employee engagement, experience, productivity, innovation and more.

The world of work saw massive changes on many levels in the past few years: work arrangements, technology, business models, labor force availability and more. The success of these changes often hinged on existing corporate cultures even while requiring those cultures to adapt.

sales@hr.com | 877-472-6648

Virtual Event • July 20, 2022

Register Now

www.hr.com

It’s time to get a detailed snapshot of where corporate culture initiatives are today, where they are likely to be in the near future, and what best practices look like.

Here’s How Improving SOPs Can Help You Grow Your Business Develop a culture of knowledge sharing and continuous improvement

By Ken Babcock, Tango

B

usinesses have standard operating procedures (SOPs) to educate uniform tasks to ensure quality and consistency. They also assist in onboarding new talent, upskilling current team members, and promoting a culture of knowledge sharing. In addition, these procedures can boost productivity, promote appropriate resource allocation, and improve existing processes by creating a central repository of information. During my time at Uber, I saw how important it is to have a practical knowledge management system in place with SOPs, so I set out to tackle this problem in a way that can help businesses of all sizes have the power to scale internally.

Creating and Upkeeping SOPs

The number of businesses reporting a comprehensive SOP library is slim. Only 1.5 percent of businesses report having documented every procedure within their company. Even though 25 percent of businesses report documenting some of their procedures, they fail to keep their SOPs updated as practices change and their business grows.

Why don’t companies take the time to create and implement SOPs? Creating them is a chore

Talent Management Excellence presented by HR.com

June 2022

12

that most find to be time-consuming and secondary to other tasks. If that isn’t enough, they quickly become obsolete within just weeks, as processes and projects continue to evolve.

How can businesses address the need for SOPs while reducing the time spent creating them? Flexible workflow documentation tools allow companies to streamline the creation of SOPs by enabling team members to capture workflows in real-time as they work. Equally important is the ability to easily and quickly edit SOPs as they change without having to reinvent the wheel. The right workflow documentation system makes SOPs the byproduct of how teams work and can be updated to match the needs of a growing business.

Improving Overall Productivity

On an average, employees spend 19 percent of their workweek searching for information to do their job, which creates frustration and translates to hours of lost time. In addition to affecting an organization’s overall productivity and bottom line, it also directly impacts the quality and consistency of output as people may be performing the same task differently. A knowledge management system with a repository of SOPs ensures that everyone on the team has access

Submit Your Articles

Here’s How Improving SOPs Can Help You Grow Your Business

curve, and improve the employee experience. Great employee onboarding can improve employee retention by 82 percent by ensuring access to knowledge and SOPs new hires can get up to speed quickly and painlessly.

This is also a good time to audit and update SOPs . New hires using the SOPs can flag unclear or out-of-date steps, helping businesses find inefficiencies in their process documentation.

Knowledge management supports retention and engagement by increasing employee satisfaction.

Giving employees the tools and resources they need to do great work translates to a better sense of belonging and fulfillment. Companies that have happy employees are proven to outperform competitors by 20 percent . to the same information when needed and empowers employees to be their best at work.

In addition to creating standardized practice, organizations should strive to develop a culture of knowledge sharing and continuous improvement. For example, by capturing the best practices from top performers and sharing them across teams, you can celebrate great work and improve the team’s efficiency and outcomes. In addition, when employees call out sick– like the 7.8 million that called out sick in January of 2022– SOPs allow ill employees to transfer their work to other team members during an absence, reducing the likelihood of a project or task stalling or slipping through the cracks.

Onboarding New Hires and Retaining Employees

SOPs remove the complexity of miscommunications and poorly communicated instructions. Nearly 70% of managers aren’t comfortable communicating with their employees, and more than 57% of employees report not receiving clear instructions from their managers. SOPs can bridge the gap in communicating how work gets done by making processes understandable and easier to implement.

Why Businesses Need to Improve Their SOPs

Neglecting SOPs can cause many consequences, including inconsistencies across the company, poor customer experiences, and a less engaged workforce.

On the other hand, knowledge management leads to better workflows, improved customer experiences, and ultimately, prepares you to scale and grow.

Ken Babcock is the CEO and Co-founder of Tango, the leading workflow intelligence platform that streamlines the creation of process documentation. Babcock is highly committed to helping teams be their best at work by transforming process documentation from a chore into an opportunity for continuous improvement. Babcock’s business insights have been featured in publications such as TechCrunch and Fortune.

Would you like to comment?

When onboarding new hires, a knowledge hub of procedures and documented workflows will help standardize training efforts, shorten the learning

Talent Management Excellence presented by HR.com

June 2022

13

Submit Your Articles

Top Pick

Retain Your Employees

By Giving Them Wings How can companies turn problems into opportunities

By David Novak, David Novak Leadership and Jason Goldsmith, Mustard

C

ompanies keep hearing from employees wanting more career opportunities, more direction, more engagement in the big picture and purpose.

Those calls have only increased with the isolation of the pandemic. Working remotely may have lots of advantages, but it has made people feel all the more cut off.

The obvious solution is to encourage managers to step up their guidance of employees, but it can prove to be difficult. Whether for lack of will, ability, or time, managers aren’t working with their team members as much as the situation requires.

What’s needed is greater coaching. Many companies offer leadership development programs, but usually reserve them for a few “high-potentials” –which leaves the rest of the employees out. Yet it’s financially impractical for most companies or employees to contract with outside coaches.

That leaves most people adrift. No wonder with the pandemic fading, we’re seeing the Great Resignation.

People don’t see the opportunity to make a difference in their organization, so they’re trying somewhere else. But companies can turn this problem into an opportunity, by promoting self-coaching.

Self-Coaching from HR

Rather than address the problem directly, companies can get unstuck by shifting it back to employees. The

Talent Management Excellence presented by HR.com

June 2022

14

best path forward is for people to take ownership and accountability for their own development.

That’s a scary thought for many HR departments.

Aren’t you basically telling people they’re on their own? Won’t that make them even more likely to leave, at a time when we need all the talent we can get?

Why would we do that?

You do that because most of these employees will actually become more engaged with the organization, not less. And the status quo – essentially doing nothing -- is worse. It’s just too easy now for talented people to find positions elsewhere. Barriers to moving have fallen steadily over the decades, and with remote work, the options are even greater. People already think they’re pretty much on their own. If you guide them in self-coaching, you’re at least showing them that you care.

After all, companies gave up on lifetime employment a while ago. With downsizing or even rightsizing, they sent a message to people not to rely on the organization forever. Most young people have no expectation of staying more than several years anyway. The spell of the “organization man” broke in the 1990s.

But people still care about corporate life. All the New Economy talk about “the brand called you” never gained traction. Most employees are willing

Submit Your Articles

Retain Your Employees By Giving Them Wings

to work hard for a company, as long as it builds their capabilities for success, or the next job.

True, people may see a self-coaching program as just another HR-required series of trainings or workshops.

So companies need to frame it differently. Start by connecting to employees’ latent unease about corporate life, and cast the program as an opportunity to explore possibilities—all possibilities. That means giving people an alternative to looking elsewhere, if they choose

From our perspective, enlightened HR functions and CEOs will want their people to take charge of themselves. They’re secure enough in what they offer to encourage employees to seek what will most satisfy them. They believe their company can deliver those opportunities, so they work on making people aware of the possibilities. Deep down, they actually want what’s best for employees even if it takes them elsewhere. They’d rather have employees fulfilled than frustrated.

Personal Highlight Reel

Just make sure the program has structure – don’t just give employees a running-and-development budget for outside resources they have to select.

Even recommended software apps need some kind of monitoring, to see if people are really following through.

Companies can draw on plenty of self-coaching guides and frameworks, including this valuable recent HBR article. The program’s content matters less than the overall message: employees need to take charge of their own careers. Doing so often requires an extra dose of encouragement.

Self-coaching is therefore no radical break for HR. It merely recognizes the reality of corporate life, and gives employees one more capability for career success.

Too many people live a constant battle between what they hear from the outside world and their own diminishing self-confidence. After all, our brains recall each negative thought three times more than a positive one, so it’s easy for the negative thoughts to compound.

Talent Management Excellence presented by HR.com

June 2022

15

Submit Your Articles

Retain Your Employees By Giving Them Wings

Even companies that make an effort to balance criticism with praise may find themselves with timid or even demoralized, yet still talented, employees.

One of the best ways we’ve found to inspire self-coaching action is with a “personal highlight reel.” We tell people to visualize the marks of success they’ve already achieved: not just corporate, but in building their family and other relationships, any sports trophies, and even simple milestones such as a birthday party in good health. To reinforce their confidence, they might surround themselves with pictures and mementos from those achievements.

They’ve overcome challenges in the past, and they can do so again.

Go Gradually

If HR is worried about hurting retention, it doesn’t need to embrace full self-coaching at once.

Companies can start by simply broadening employees’ imagination about career paths within the organization. HubSpot, a Boston-based software company, encourages employees to tap into their innermost desires and move around — not just up — the chain of command. Katie Burke, HubSpot’s chief people officer, adds, “If you’re trying to think about how to prevent people from finding their passion, you’re fundamentally doing it the wrong way.”

The move to self-coaching doesn’t have to be a dramatic shift. Since most employees are getting little coaching now, anyway, adding some talks or digital modules can only be a net positive. Just make sure the materials focus on personal growth and professional development.

The Next Round of Culture

Companies are always talking about their need for more leaders. They want more people to see the big picture, take responsibility and act confidently. But those traits don’t appear naturally in most people, especially not in large organizations that pressure people to only stay in their own lane.

Self-coaching is an ideal source for future leaders. It raises employees’ perspectives beyond their tasks and gets them working on larger issues. It prompts them to network beyond their immediate group, to

Talent Management Excellence presented by HR.com

June 2022

16

volunteer for new initiatives, and to pay more attention to company news.

Even what might seem a major drawback to self-coaching programs, looking for opportunities outside the organization, can actually become an asset. Corporate boundaries are more fluid than ever as companies rely more on ecosystems of suppliers and distributors. Effective leaders benefit from a broad perspective and network. And those employees who do leave will likely still feel connected to your organization, a tie that will pay off in future collaboration.

Yes, the best self-coaching guidance won’t keep everyone. You’ll still lose some talented people, and you’ll wonder if you somehow abetted their flight. But meanwhile, you’ll keep far more people engaged and open to leadership. You’ll give them valuable skills that keep them staying for more. And maybe you’ll attract some new people too.

This new outlook looks to become the next round of corporate culture, centered on empowering people to lead – in whatever arena suits them best. Engaged employees will always pay off in the long run, no matter where they end up.

David Novak runs David Novak Leadership, a digital leadership development platform, and is the former Chairman and CEO of Yum! Brands.

Jason Goldsmith is a performance coach for athletes and is the President and Co-Founder of Mustard, a computer vision enabled social platform that is revolutionizing performance coaching by creating proprietary CV/AI technology.

They are co-authors of Take Charge of You: How Self-Coaching Can Transform Your Life and Your Career (Ideapress, March 2022).

Would you like to comment?

Submit Your Articles

The Future of Performance Management Performance management (PM) is intended to help drive organizational success, yet few companies claim to have mastered it. In fact, some leaders even believe it has a negative impact on their business!

In the two-day virtual event, The Future of Performance Management 2022, you will learn how PM strategies and tools can help drive success in your organization.

sales@hr.com | 877-472-6648

Virtual Event • July 13-14, 2022

Register Now

www.hr.com

Learn more about where PM is today, how it has changed, what does and doesn’t work, and where it’s likely to be in the near future.

Here’s What To Consider When Implementing Flexible Work Arrangements Bring this vision to reality in your workplace

By Rupert Bader, Anaplan

A

s an organization grows and evolves its strategies and operations, providing employees with the option to choose where they work is having a significant impact on attracting and retaining the best talent. Relocation costs can be substantial, and for many workers, the disruption to family and personal life is not worth significant and frequent changes.

Many companies like Spotify, Atlassian, Twilio, and VMware have already loosened their policies to make many roles available for flexible and virtual (remote) work. Removing the traditional boundaries defined by the physical locations allows these companies to access the full breadth of talent available in their countries of operation.

Increased visibility of the location options and the composition of future workforces require recruiting and hiring today with a clear understanding of what is necessary to produce future experts and leaders. This approach reduces the cost of external hiring at the mid-and senior level, while also improving the career prospects for emerging talent within the company.

Another added benefit is accelerating the representation of diverse talent at the mid-and senior levels of the company – improving equity of compensation and attracting more diverse workers. That’s a strategic benefit because 78% of U.S. workers say it is important that their companies foster an inclusive and equitable environment (April 2021 CNBC/SurveyMonkey workforce happiness index).

Talent Management Excellence presented by HR.com

June 2022

18

Submit Your Articles

Here’s What To Consider When Implementing Flexible Work Arrangements

The key objective of workforce planners is to ensure that the future workforce of a company is developed with emerging talent at the forefront and includes a flexible location strategy that supports employee choice and benefits. A lot was learned during 2020 and 2021 when work-from-home was the companywide policy. In this post, I’ll share a process you can use to bring this vision to reality in your workplace.

Where to Start

Begin by delivering a simple snapshot of your workforce including location (organized into state/country/ regional hierarchies), organization (using financial or HR reporting hierarchies), and job level (using compensation guidelines or job libraries). For this, you can integrate your HRIS data, preferably through automated daily feeds. To expedite, consider adapting an existing. Next, create the views and metrics that make the most sense to your HR teams.

By building calculations for annual hiring, termination, and promotion rates (with differences statistically significant) into your model, your model can project the baseline workforce forward for several years.

Talent Management Excellence presented by HR.com

June 2022

19

Next, create scenarios that narrate different growth trajectories (e.g., higher revenue growth, increased product development, or both simultaneously) by the organization, location, and level.

Some examples are: Scenario #1: Accelerated growth for emerging talent requires higher investment in training.

Scenario #2: Ramping up emerging talent slowly means externally hiring more mid-level managers.

Scenario #3: Incorporate a flexible working policy based on research like this from Gallup, where 54% of software engineers prefer to work virtually, providing increased access to diverse talent across the country.

Scenario #4: Demonstrate the tradeoffs of shifting hiring to lower-cost locations vs. high-cost locations over time.

Scenario #5: Show the implications of improved hiring and promotion rates at all levels for the leadership

Submit Your Articles

Here’s What To Consider When Implementing Flexible Work Arrangements

representation of women and other under-represented groups over time.

Using “what-if” modeling to experiment with these ideas, you will find several scenarios that describe possible futures for your workforce under various conditions of growth, distribution and investment in emerging talent. Our team developed such a baseline model in close collaboration with planning teams from Finance & Real Estate, and then shared it with HR and company leadership teams.

Decide on the Most Favorable Path

Once you have developed your baseline model, add more context based on your organization’s unique challenges. This helps you land on the preferred longrange plan for the optimal ability to attract and retain talent while staying within cost and contractual constraints. Do this in partnership with finance and real estate teams that already have their perspectives on future expenses and real estate constraints for the organization.

You can add a variable to show the mix of employees in each country that will be office-based or virtual/remote.

This enables you to estimate a budget that allows remote employees to travel one or two times per year to work with their teams in person as well as examine the capacity requirements for specific offices, estimate relocation budgets, and measure the environmental impacts of reduced commuting requirements.

You can include the external talent market data (e.g., U.S. Census workforce data on race/ethnicity) that shows the profile of talent across the countries where you operate (or wish to operate) and set expectations for the future set of candidates and hires that you should be able to attract given an increased number of roles that are open to virtual/remote work.

You can work with finance and emerging-talent recruiting teams, as well as each of the business leaders, to set goals for building an emerging talent pool from universities, apprentice programs, internships, boot camps, military exits, and second-career candidates that will enter the workforce in future fiscal years and can reduce demand for external hiring at the mid-and senior levels.

Talent Management Excellence presented by HR.com

June 2022

20

In the first year, the results of such a long-range workforce plan can then be connected to short-term planning and budgeting cycles to inform overall employee expense cost expectations. It can even be expanded to include real estate, IT, and recruiting capacity expenses.

As the organization evolves, update the underlying rosters and assumptions (through automatic, statistical, or manual input) in the model so that it can be used by leadership teams for more detailed organizational planning and “what-if” scenarios.

This extensible, connected approach empowers leaders and their teams to see the future through one common framework. Companies can increase diversity, decrease wasted time, and improve productivity by investing in an emerging talent program that allows the use of mid-level workers for more specialized work, leading to more employee satisfaction.

The original article can be found here

Rupert Bader is the Vice President, Human Capital Planning at Anaplan, where he leads Anaplan’s workforce planning approach and solutions internally, as well as partnering with the Workforce Planning solutions team to connect Anaplan’s capabilities with customer, partner and prospect use cases. Building on his leadership roles in workforce planning and analytics at Expedia, Microsoft, Avaya and other global organizations, Rupert is driven by his mission to help all organizations create inclusive, productive and dynamic workforces through exceptional Connected Planning.

Would you like to comment?

Submit Your Articles

Top Pick

In The Race For Talent, Adopt A ‘People-First’ Mentality Four critical areas to focus on

By Mike DePrisco, Project Management Institute (PMI)

W

hen it comes to the U.S. jobs scene, candidates are still in the driver’s seat.

According to Bureau of Labor Statistics data, U.S. job openings at the end of the first quarter hit an all-time high. But so did the U.S. quit rate. Some 4.5 million workers left their jobs in March in search of better opportunities or roles that align more harmoniously with their aspirations. This is a sign that workers are

Talent Management Excellence presented by HR.com

June 2022

21

optimistic about their prospects and their ability to land a position that is better suited to their needs.

The implications for U.S. businesses couldn’t be clearer: organizations need to adopt a “people-first” mindset to secure an edge in this fierce competition for talent. In today’s environment, organizations must move quickly to capture new market opportunities and respond to new information. A gap in staffing — or a

Submit Your Articles

In The Race For Talent, Adopt A ‘People-First’ Mentality

gap in your people’s skill sets — affects nearly every aspect of a business, from strategy and planning to production and marketing. Without the right talent, companies are unable to operate with the agility required in today’s business climate.

The impacts are already widespread. McKinsey reports that 87% of respondents in a recent global survey are either facing skills gaps now or expect gaps to develop within five years. And Korn Ferry says that by 2030, the U.S. economy could forego $1.748 trillion in revenue due to labor shortages. That’s roughly 6% of the entire U.S. economy.

How can you gain a leg up in the critical race for talent? To begin, it’s useful to understand what potential employees are looking for in a new position.

My organization – Project Management Institute (PMI) — recently conducted a survey of 1,000 U.S. office workers who had searched for a job within the prior six months. While salary — perhaps not surprisingly — topped the list of motivators, it was far from the only driving factor. Also high on the list were better benefits, greater job stability, and opportunities to learn new skills.

Similarly, our survey also found that job seekers — especially millennials and Gen-Z employees who together make up more than half of the U.S. workforce — also want to work for companies that are committed to a larger purpose. They are drawn to companies that exhibit values like honesty, integrity, transparency, and diversity and inclusion.

These findings provide a useful guide for companies looking to cultivate a more “people-first” mindset, with a focus on crafting your leadership style around this outlook.

Here are four critical areas to focus on.

Invest in Upskilling and Reskilling Your Employees

As noted, the opportunity to learn new skills is a key motivator for employees. Nearly half of the respondents in my organization’s survey are interested in leading a team (45%) or managing projects

Talent Management Excellence presented by HR.com

June 2022

22

(44%), and for senior-level employees, upskilling opportunities are more important than a higher salary (33% vs. 28%).

Many employers are tapping the power of reskilling and upskilling as a motivator. According to recent research, 40% of CEOs are putting more emphasis on people investments — up from 33% in 2020. And some companies, such as JPMorgan Chase, Amazon and PwC, have invested millions in helping their employees acquire the skills needed to thrive in a fast-paced global economy.

The benefits of reskilling and upskilling are many.

According to LinkedIn’s 2018 Workplace Learning Report, 94% of employees said they would stay at a company longer if the company invested in their career. And employees who think their organizations provide opportunities for learning and growth are 2.9 times more likely to be engaged than workers without such opportunities. These numbers alone are enough reason for leadership to prioritize upskilling as a leadership imperative.

For leaders, the key is to identify training and development opportunities that are attractive to employees and can be linked directly to business competitiveness. For example, project management was cited by our survey respondents as one of the skills they want to develop in a new role. And because projects are how work gets done and how change occurs in organizations, optimizing the effectiveness of projects can lead to improved business outcomes.

Organizations, including PMI, are developing solutions that help leaders train their workforces on new ways of working, different approaches to solving problems, and creating new tools – all so they can work smarter, build their skill sets, and achieve more individually and collectively.

Communicate Clearly About the State of Business and Other Plans for Growth

It goes without saying that communication is critical to any successful business. But clear communication is more than a practical business tool — it’s also a sign of respect. Employees want to work for companies that demonstrate a commitment to open and transparent communication.

Submit Your Articles

In The Race For Talent, Adopt A ‘People-First’ Mentality

has been difficult for employers and employees alike. Our organization adopted a remote-first work environment, giving employees the flexibility to determine how best to structure their day to achieve their business objectives. This helps to build trust and proves we are willing to try something new if it stands to benefit our people, and thus, our business outcomes.

Set Clear Boundaries — and Adhere to Them That’s especially important when talking about the state of the business and the organization’s strategy for growth, and it’s doubly important in times of stress. Nearly half (46%) of CEOs in KPMG’s 2021 CEO Outlook said they have increased communication during the Covid-19 pandemic, and 49% increased their leaderships’ visibility with employees. In an age marked by ongoing uncertainty, clear and transparent communication should be at the top of the priority list for every organization’s leaders. For example, Mars took employee feedback and experiences into consideration when sharing their return-to-workplace and future of work plans, giving their people more choices and creating a consistent experience for their associates.

Lead with “Power Skills”

Communication, however, isn’t the only competency that rises to the top in a “people-first” organization.

People-centric leaders also need to employ a full range of “power skills” — skills like empathy, collaborative leadership, and active listening. These important interpersonal skills have taken on greater importance in recent years as workers place more emphasis on finding balance in their home and work lives and connecting with colleagues on a human level — not just through the lens of their work.

Empathy is a particularly important power skill.

A majority (80%) of respondents in PMI’s survey of recent job seekers look for leaders who are empathetic toward their experiences inside and outside of work. And according to the 2021 Workplace Empathy Study, 84% of CEOs and 70% of employees believe empathy drives better business outcomes. The uncertainty over the past two years

Talent Management Excellence presented by HR.com

June 2022

23

With more people working from home, the boundary between our work and home lives has become increasingly blurred. In many cases, that has resulted in heightened stress, worker burnout, and diminished mental health.

To support their workers’ overall health, organizations need to set clear boundaries for their people to follow. In setting those boundaries, however, it’s important for leaders to understand peoples’ desired work preferences and adhere to the flexibility they’ve promised. Workplace flexibility, however, isn’t just about hybrid work arrangements; it’s about true work-life balance — allowing employees to create a workday that accommodates both the needs of the organization and employees’ personal lives.

Employers that get these four imperatives right, stand to gain not only in the race for talent, but also in the quest for overall competitive advantage. The true benefits of a “people-first” environment aren’t just greater employee retention and engagement — they are stronger growth, enhanced profitability, and greater leadership and operating resilience.

Mike DePrisco is the Interim President & CEO of Project Management Institute (PMI).

Would you like to comment?

Submit Your Articles

HRCI & SHRM ®

®

CERTIFICATION PREP COURSES GROUP RATES AVAILABLE

For HR Professionals

For Your Organization

Show that management values the importance of the HR function, and has a commitment to development and improvement of HR staff.

Certified HR professionals help companies avoid risk by understanding compliance, laws, and regulations to properly manage your workforce.

Ensure that each person in your HR department has a standard and consistent understanding of policies, procedures, and regulations.

HR Professionals lead employee engagement and development programs saving the company money through lower turnover and greater productivity and engagement.

Place your HR team in a certification program as a rewarding team building achievement.

HR.com/prepcourse

A skilled HR professional can track important KPIs for the organization to make a major impact on strategic decisions and objectives, including: succession planning, staffing, and forecasting.

CALL TODAY TO FIND OUT MORE 1.877.472.6648 ext. 3 | sales@hr.com

11. Less expensive than a masters or PhD program, and very manageable to prepare with 2.

2

legislation and best practices

3.

3 Recognized, Industry benchmark, held by 500,000+ HR Professionals

Group Rate Options We offer group rates for teams of 5+ or more for our regularly scheduled PHR/SPHR/ SHRM or aPHR courses.

For groups of 12+, we can design a more customized experience that meets your overall length of the course.

Groups rates for HRCI exams are also available as an add-on.

All group purchases come with 1 year of HR Prime membership for each attendee to gain the tools and updates needed to stay informed and compliant.

CALL TODAY TO FIND OUT MORE 1.877.472.6648 ext. 3 | sales@hr.com | HR.com/prepcourse

Combating Unproductive Meetings Through Enhanced Scheduling What you need is a scheduling platform that respects your time!

By Gilles Raymond, Letsmeet

T

ypical tips on meeting productivity include sharing the agenda beforehand, starting your meeting on time, keeping the conversation going, and asking questions.

Although those are great tips that will make any meeting more productive, it’s easy to forget the one thing that can make or break meeting productivity: the scheduling.

over again, because — surprises, surprise — they won’t be able to attend the meeting at the scheduled time.

If you’re currently operating like that, you shouldn’t be surprised that it takes hours or even days for you to schedule a single meeting.

If scheduling a meeting sounds like a horror film title, it’s because it is. For most of us, at least.

You shouldn’t blame yourself for developing a toxic relationship with meetings, either. If just scheduling them drains all of your energy, the meeting prep and the actual meetings will always feel like exhausting work.

From checking in on each and every attendee, one by one, to emailing them back-and-forth until you can find a time that works for them…and then having to do it all

You can follow every meeting productivity tip to a “T”.

Unless you have a scheduling platform that helps you do your job, your meetings will remain the same.

Talent Management Excellence presented by HR.com

June 2022

26

Submit Your Articles

Combating Unproductive Meetings Through Enhanced Scheduling

With that in mind, here are today’s best productivity tips for meetings: ●● Schedule your meetings with one email. No more, no less.

same online meeting issues as you are. Every. Single.

Day. Yes, even though they might look like they’re experts at it.

Here’s Why:

Because the seemingly simple task of scheduling emails takes us days, when it should take us seconds.

And we all know that it’s virtually impossible to plan an effective meeting when we’ve spent half of our planning time on haphazard scheduling. You don’t need a better agenda. Not necessarily. What you need is a scheduling platform that respects your time!

●● Find the best time for every attendee without emailing them back and forth. ●● Schedule and organize your meetings inside your inbox, instead of switching to multiple tabs.

Do you often feel unproductive during online meetings? It’s not your fault. If you’ve been trying to get this online meeting thing right for a couple of years now, you’ve probably struggled with at least one of the following situations: ●● The pain of scheduling and setting up meetings on a bunch of different platforms. ●● Emailing guests back and forth until you can, by some miracle, settle on a time slot that works for them. ●● Organizing unproductive meetings that bring up “this could’ve been an email” jokes.

Gilles Raymond is the CEO and Founder of Letsmeet. He is a three time startup CEO and Founder, who also created In-Fusio and News Republic, acquired

by Bytedance. Additionally, Raymond is the Founder and President of The Signals Foundation, an organization that protects and supports whistleblowers.

Would you like to comment?

The blame (and the joke) is on the platform you’re using. ‍But, the truth is, everyone is wrestling with the

Talent Management Excellence presented by HR.com

June 2022

27

Submit Your Articles

Best-in-Class Education For All Your Learning And Training Needs HR.com prepares HR leaders to be strategic business leaders by curating and delivering best-in-class products and services so you don’t have to waste time seeking out content on your own. We leverage technology and experience to provide you with customized solutions to best meet your professional development needs at every stage of your career.

From on-demand to cohort-based offerings, below is a listing of virtual courses that will challenge and empower you by giving you the tools to drive innovation and success in your organization.

Creating More Respectful Workplaces: LGBTQ Employees

Increase your understanding of the LGBTQ+ community and improve company culture. An immersive, adaptive course to discover how to develop, implement and maintain an inclusive, safe and accepting workplace for LGBTQ+ individuals through policy, procedures and personal development.

Performance Management

Learn what every good manager does every day: makes sure employees know what they need to do to achieve the organization's goals, checks to make sure the employees are doing those things, praises employees for doing the right things, and uses constructive criticism when that is not

Managing Remote Employees

Course explores the benefits and drawbacks of remote work and provides managers with tips for helping their employees stay connected and motivated.

Earn Great Respect, Build Strong Leadership

Gain an understanding of the impact of Respect on working relationships and ability to influence others without intimidation to lead teams more effectively.

Gain access to more expert-led courses.

the case.

Talent Management and Career Development

Introductory-level course covers the challenges and issues that organizations face in developing and retaining their employees.

At HR.com, we are committed to educating and inspiring HR professionals and helping them build meaningful and impactful careers. With products and resources rooted in education, research, and leveraging cutting-edge technology, we help at every career stage - and over 1.92 million HR pros agree! (How could that many people be wrong?) By delivering best-in-class learning products, 250+ annual webcasts and 30+ world-class events, and innovative and thought-provoking research through the HR Research Institute, HR.com strives to inspire and strengthen workforces to change the world. HR.com also offers the most comprehensive HR certification exam preparation and guarantees a passing score on all SHRM and HRCI certification exams. Technology and experience drive our customized solutions that will help you become the best and most successful version of yourself.

Top Pick

Why You Must Be A Trusted Advisor To Candidates Too You'll lose candidates if you don’t advocate for them

By Jeremy Eskenazi, Riviera Advisors

A

recruiter at a company is tasked with getting the best talent from the market at the best price for the company. This was a very common understanding of what recruiting was at its most basic level for a very long time. While the first part still holds, everyone can probably agree that times have changed, drastically.

Talent Management Excellence presented by HR.com

June 2022

29

Recruiters must be trusted advisors to the business – this continues to be a staple of good consultative recruiting. Now add the notion that ‘us and them’ is now the worst approach you can use if you want to get the best talent to join your team and accept your offer. While you’ll continue to build relationships with

Submit Your Articles

Why You Must Be A Trusted Advisor To Candidates Too

hiring managers and internal stakeholders – you can no longer treat the candidate as anything less.

In a competitive market, you must also be a trusted advisor to candidates.

You may be wondering how you can advocate for both sides – isn’t that usually why everyone gets their own lawyer in a battle? In recruiting, it doesn’t have to be that extreme and you truly can negotiate and bargain in good faith for both parties. If you’re not quite convinced yet, here are three really important reasons to consider: In a competitive market, you will lose if you’re not seen to be helping the candidate as well. Many organizations are moving to transparent salary ranges, flexible and customized perks, and understanding what candidates want and need on an individual level.

Gone are the days you can throw out the lowest offer in the salary range and expect your candidate to be waiting by their phone ready to accept. Instead, you’re likely one of several offers they will get, and you’ll be the one hopefully to get a call back with positive news. Don’t get left behind by companies putting out their best offer after asking candidates exactly what they want!

Talent Management Excellence presented by HR.com

June 2022

30

How you make people feel matters – in a candidatedriven market – where there is a labor shortage, you cannot be remembered as the organization who jerked people around, kept them hanging, lowballed them, or anything near that experience. Other companies will move faster, remove barriers, skip interviews, and archaic outdated testing practices in favor of hiring for attitude, potential, and a growth mindset. Some organizations are moving to offer same day and offering positive coaching and feedback through the process. This smooth process, transparency, speed, and the lack of hoops to jump through will not only leave a slower company with a mediocre offer in the dust but if the candidate does take time to compare multiple offers, how they were treated throughout the process will weigh heavily. It’s a reflection of how a company treats its people and when you have options, culture can often be the tie breaker. Don’t lose on this front because you don’t care about the candidate’s experience.

Money doesn’t win every time – you help them win.

One of the most important jobs a recruiter has is listening and understanding what the hiring manager is looking for, but equally important, what will it take for the candidate to accept your offer. Passive

Submit Your Articles

Why You Must Be A Trusted Advisor To Candidates Too

candidates who are top performers will not leave their current company without a compelling offer and they are likely to receive a counteroffer to stay. If you’ve been listening to the candidate and building rapport, you might think that they only took your call because they want more flexibility in their schedule. If you offer a lot of cash, but no flexibility, do not be shocked when they turn down your 30% pay bump in favor of a four-day work week at their current employer. It’s critical to learn who your candidates are and what motivates them – and help get them a package that is coveted.

Candidates will only consider your company if you can offer them something compelling. This is true at all levels of organizations and across all job functions.

In the long era, ahead with predicted labor shortages, you’ll need to compete on a variety of fronts. Treating candidates as if they are one of many and they should be lucky to hear from you when you’re ready will no longer fly. Many candidates these days have multiple options, and your top talent who you thought were happy is suddenly resigning before you can blink.

It’s difficult to recruit because there are so many relationships to manage, and it can be emotional at times. Use that emotion and that human connection to your advantage – help get your candidates what they really desire. That $10K that you absolutely didn’t think you could negotiate for, might actually be much less valuable to them versus time and course fees for a certification they want. The overall cost might be half but showing an interest in what they desire and making it happen matters greatly.

When was the last time you asked a passive candidate who would be perfect for a role at your company, what would it take for them to consider making a move? How many times did you actually try to make it happen for them before you got to an offer? Did you think about what they asked for after they ghosted you and wonder why you didn’t just push for them? It’s not always going to work out perfectly – some candidates surely push the boundaries when they know they are the right fit for the role. If their ask is reasonable, it probably means there is a glimmer of interest in what you can offer them, and you might

Talent Management Excellence presented by HR.com

June 2022

31

have a shot at bringing some amazing talent into your team (the best feeling in the world for recruiting professionals – right!?!).

In today’s marketplace – you’ll lose candidates if you don’t advocate for them. Help in any way you can – if that means coaching them on how to ask for more money, time off, paid benefits, development investment, etc. Help them prepare for a potential counteroffer so they feel comfortable saying no to it or showing them financial projections that help build your case. There is so much you can do to show that while you work for a company, you are also on their side. Earning candidate trust and showing you can advocate and advise them too is a competitive edge you will desperately need – consider how you’re doing at it today and the potential you have to do better.

Jeremy Eskenazi, SPHR, SHRM-SCP, CMC, is the founder of Riviera Advisors, a boutique talent acquisition optimization consulting firm. Riviera Advisors does not headhunt, it specializes in recruitment training and strategy consulting, helping global HR leaders transform how they attract top talent.

From best practice recruiting, to improving speed to hire, to candidate experience, Riviera Advisors is a go-to place for strategic talent advisors.

Would you like to comment?

Submit Your Articles

n 2 2 o i 0 t 2 a r a c

e

d i l n e b l a u P lC

ed m e e. h c t n g e min Excell o c up ment d n w a anage e n the lent M t u ck o s in Ta e h C pic o t HR

a i r ito

Ed

1

Diversity, Equity and Inclusion in Talent Management

Mar 2022

2

The Impact of Technology on Talent Management

Apr 2022

3

Compensation Trends 2022 / Post-Pandemic Compensation Challenges

May 2022

4

The Future of Performance Management 2022

July 2022

Check ePublications Editorial Calendar Here.

Would you like to submit an article? | Write to us at ePubEditors@hr.com Submission Guidelines

Men, Help Us Stop Women’s Dead-End Work Here's how to promote gender equity at work

By Linda Babcock, Carnegie Mellon University, Brenda Peyser, Carnegie Mellon University, Lise Vesterlund, University of Pittsburgh, Laurie R. Weingart, Carnegie Mellon University

P

erhaps you get uneasy when conversation turns to the topic of gender equity in the workplace, not because you disagree with it—but because you don’t know how you can help. You know that women’s pay is lower and their promotions slower, but what can

Talent Management Excellence presented by HR.com

you do about it? We think we can offer a few concrete steps you can take to remove some of the obstacles women face in the workplace.

There are a number of barriers to women’s advancement, but a

June 2022

33

big one is that they, more than men, are given non-promotable tasks (NPTs). NPTs help the organization run smoothly and matter to its success, but they’re called non-promotable for a reason. While they help the organization, they bring no reward

Submit Your Articles

Men, Help Us Stop Women’s Dead-End Work

or recognition to the person who does them. Tasks like formatting a spreadsheet, handling a low revenue and time-consuming client, helping new employees become acclimated and, yes, even taking notes at meetings all need to be completed, and women are the ones doing most of this work. Women don’t do this work because they inherently are better at it, or enjoy it more, but because we all expect them to do it. It’s an unfortunate, but real, part of our shared experience.

We suspect that you are nodding in recognition, reflecting on how you may have been successful in avoiding much of this work.

When we’ve given talks about our book, The No Club – Putting a Stop to Women’s Dead-End Work, men see the women they love – partners, daughters, mothers – reflected in our research and they urgently ask us how they can help them. They see women’s frustration at working hard but

Talent Management Excellence presented by HR.com

getting nowhere, because they lack the time to focus on the work that matters most to their advancement. Other men worry about their female co-workers.

One man told us the story of his friend and colleague, Maria, who gradually became overloaded with non-promotable work. Her days grew full of routine tasks, far removed from the challenging work she once did, and ultimately, she resigned and started over to recapture the work she had been trained to do. Her career’s downward turn complicated their friendship and made things awkward. This man told us how much he wished he could have helped Maria and asked us to provide guidance to men like him, so here are some ideas to put into practice.

Start with the low-hanging fruit: Make people aware of the problem and speak out to stop the process of overloading women.

June 2022

34

If a woman is ‘voluntold’ to hire and oversee the department’s summer interns again, suggest the assignment be put on rotation and create a schedule. Our research shows that women are 50% more likely to volunteer than men are, so instead of asking for volunteers—draw names from a hat. If you are in a supervisory position, pay attention to whom you ask to do the non-promotable work and make sure you seek out both men and women. Once you balance the distribution of these tasks, everyone has the chance to do the work that moves the organization—and their own careers—forward.

More systematically, if you are in a position to do so, you can help change how work is assigned in your organization. Start by making clear what is critical for career advancement—discuss what promotable work looks like so everyone knows. Identify non-promotable assignments

Submit Your Articles

Men, Help Us Stop Women’s Dead-End Work

and keep track of who is doing them. Are women at every rank doing more non-promotable work?

It shouldn’t be that way—work should be allocated according to skill not gender. Using this data, you can help change how work is distributed. By raising awareness and intervening, you can take important steps to move the needle towards gender equity in your workplace.

We’d like to point out, too, that there are things you can do

outside of work to help the women in your life. If you are a father, a son, a brother, or a partner, the women you care about are likely to be overworked and underutilized in their jobs. Your partner’s salary increases may be smaller than those of her male colleagues’, which means your household income is less than it could be. Or, your partner may be overworked and coming home long after the normal workday ends—tired, dejected, not in the mood for small talk. Although you can’t intervene at her workplace

as you can in yours, you can support her in taking steps (like those above) to improve her workload. There’s a lot you can do to help women—those you work with and those you live with--move forward in their careers, so please join us in our efforts to free women from their excessive load of dead-end work. The results will be worth it. Your workplace will be more productive and profitable, and employees will be happier and more engaged--and you can feel good about making a real contribution to all those positive outcomes.

Lise Vesterlund is a Professor of Economics at the University of Pittsburgh and Director of the Pittsburgh Experimental Economics Laboratory. She founded and directs the Behavioral Economic Design Initiative.

Laurie R. Weingart is a Management Professor at Carnegie Mellon University. She has served as CMU’s Interim Provost and Chief Academic Officer and as a Senior Associate Dean and Director of the Accelerate Leadership Center.

Linda Babcock is a Professor of Economics at Carnegie Mellon University. She is the author of Women Don’t Ask and Ask for It. A behavioral economist, she is the founder and director of PROGRESS, which pursues positive social change for women and girls through education, partnerships, and research.

Brenda Peyser has held leadership positions in the corporate world and academia for over thirty years. Most recently, she was a Professor of Communications at Carnegie Mellon, where she also served as associate dean of the School of Public Policy and Management and was the founding Executive Director of Carnegie Mellon University Australia.

Would you like to comment?

Talent Management Excellence presented by HR.com

June 2022

35

Submit Your Articles

CHART YOUR PATH IN OUR UNCERTAIN WORLD OF WORK 16-17 November 2022 ExCeL Venue, London

Empower HR Tech Europe brings together credible practitioners who are at the height of HR technology to an immersive event experience.

Our six-track conference showcases what is possible, what is realistic and what the next steps are. HR Professionals will take away specific, measurable, actionable, realistic and timely tactics that tie into their business needs.

A NEW KIND OF HR INDUSTRY EVENT FOR THE U.K. AND EUROPE With formats designed to foster an environment of inclusiveness and honest discussion, Empower HR Tech Europe will allow you to collaborate with your peers, industry experts and solution partners through every element:

· · · · ·

· · · · ·

Keynotes Concurrent Conference Sessions Workshops Panel Discussions Demonstrations

·

Round-Table Brainstorming Expo Tours Video Montages Fringe Networking 1:1s with Peers, Partners, Influencers & Analysts Fun and MORE!

SAVE UP TO £440 Bring your team! Group pricing is available.

Contact CorporateEducation@hr.com for more information.

Talent Management Excellence presented by HR.com hr.com/empowerhreurope-attend

June 2022

36

Early Bird Ends 31st Aug! REGISTER NOW Submit Your Articles

The New Opportunity: Connect With Your People What you can do to retain your best employees and be more productive

By Dr. Francis Eberle, Price Associates

T

o connect is human. But connection during the pandemic was limited, which inevitably caused a shift in the workplace, leading employees to change jobs at a record pace. The upside of this phenomenon is that leaders now have an opportunity to connect with their people in new ways.

At the center of this connection are purpose, people, learning, and culture. A human-centered leadership style creates big benefits for companies because employees want to be at work and leaders themselves are happier. The faster we adapt and let our people lead the way, the better we will adjust to this new time of work.

Over the past couple of years, we have increasingly connected through a video screen or behind a mask.

O.C. Tanner reports in its study, 2022 Connections, that 45% of employees say the number of individuals they regularly interact with at work has decreased significantly over the past year, and 57% say they engage in fewer social activities. In addition, 1 in 3 employees feels disconnected from their leader, furthering isolation and loneliness. Yet, when employees feel a strong connection to their teams and leaders, they are 30 times more likely to do great work, three times more likely to stay with the organization, and far less likely to burnout.

Talent Management Excellence presented by HR.com

June 2022

37

Is this the reason that a great number of people have left the workplace and/or moved to new jobs?

I got to watch this first-hand with my son-in-law who recently changed jobs. His thinking matched what many of the reports were saying: he was looking for a better work environment, smaller and more collegial, a better home office location for his family, and greater advancement opportunities. His reasoning didn’t check all the boxes though, as he liked his original boss, and the pay was great. However, Gallup recently found that one in 10 employees say they have been recruited in the past three months, even though they were not actively looking for a new job or even watching for opportunities. That was his case.

Dr. Anthony Klotz, who coined the term the “great resignation” said recently it will likely last a few more years. What is going on? Dr. Klotz thinks workers are contending with burnout after two years of higher-stress work and reframing their values— redefining what they find meaningful amid so much stress, illness, anxiety, and death. As companies roll out return-to-office plans, they must consider whether workers want to give up their autonomy.

Gallup reports that 52% of voluntarily exiting employees say their manager or organization could

Submit Your Articles

The New Opportunity: Connect With Your People

have done something to prevent them from leaving their job. Workforce changes due to shortages, scarcity, flexibility, competition, and humanity (or lack of) are increasingly common.

that part of their job, not necessarily adhering only to the org chart. This is an opportunity to rethink how people do their work and how that might be reflected in their titles.

Humanity is leading the pack. Humanity is the good we do for and with our people and the world. How does your company’s purpose resonate with your people? I am not talking about products, performance reviews, celebrations, or compensation packages.

About 75% of respondents to a PwC survey said they wanted to work for an organization that would make a positive contribution to society.

Think of the positive message you send with titles that match employees’ strengths. Leaders should also ask if they have the right people in the right places, especially managers. Your managers are a key part of your culture. And for hybrid environments, there are new leadership skills required.

If leaders change focus to how they can make this shift an opportunity, they can redirect their concerns to growth. The opportunity for getting connected in new ways can be energizing.

Think People, Not Roles

Get to know your people well enough to know their skills and style. Employees want their managers and organization to value them as whole people, not just workers. Discover what they are good at and make

Talent Management Excellence presented by HR.com

June 2022

38

Learning and Advancement

Development opportunities with clear career paths are more important than ever. Employers can think of them as perks. Now is the time to go beyond task orientation and position, and instead focus on employee expertise, aligning benefits with current employee priorities, and helping managers develop skills to lead and inspire.

Ask employees what skills they want to build. In education circles, this is called differentiated learning, and it has been around for a long time. Align existing

Submit Your Articles

The New Opportunity: Connect With Your People

training to the human aspects of work. Include things like empathy, difficult conversations, and team versus individual success.

any prior organizational weaknesses, they would be magnified. The tolerance for a return to what it was like before is low.

Create career paths and make them explicit throughout the year, not just at annual review time.

Build new recognition and development structures aligned with compensation, advancement and perks.

If someone is doing well and you give them more work, think about the message. Some companies are finding ways to reward people by promoting them into new roles and into additional levels within their existing ones. It is common in higher education for people who teach students to have titles such as teaching assistant, adjunct, assistant, and professor.

A PEW Research survey reported that 45 percent of people who had left their jobs, cited the need to take care of the family as an influential factor in their decision (childcare, nursing services, or other homeand family-focused supports). Providing support for needs such as this are vivid examples of valuing employees, and it pays off in retaining high-quality employees. Patagonia has for years had progressive workplace policies. They retain nearly 100 percent of their new moms with on-site childcare and other benefits for parents.

Purpose and Values

This human-centered leadership approach can create big benefits for companies because employees want to be at work. It also benefits leaders too. Research

by Potential Project, from 15,000 leaders and 150,000 employees, found that leaders who rate themselves high on compassion have 66% lower stress than their less compassionate counterparts, a 200% lower intention to quit, and 14% higher efficacy.

Everyone knows purpose is important. See if employees know the company’s purpose. Walk around and ask them to define their understanding of the purpose and the company values. Another way to see this in practice is the degree that your work environment is transactional. If your response to attrition or movement is to raise compensation, that tells your people your relationship with them is transactional. Their reason to stay is a paycheck.

Think about solving this by considering the whole person (not just their bank accounts) in alignment with the whole organization.

How are you examining and supporting your leaders and managers? Leaders who don’t make their people feel valued often drive them from companies, with or without a new job in hand. Help your leaders to motivate and inspire their teams and lead with compassion. Help them with a coaching, servant leadership or connected leadership style of leading.

Positive and Inclusive Culture

Does your company have a positive culture? Most companies would answer that they do. This stands in stark contrast to why people switch jobs. You may see it playing out right now with employees told to return to the office because it will help them connect. If the culture wasn’t great before, why would it be now?

For many leaders, this will be a big shift in leadership style. The faster leaders can adapt to the new needs of employees, the more success they’ll have with their teams.

Dr. Francis Eberle is a leadership and organizational advisor, speaker, and author who believes that people development is business development. He spent over 25 years as an executive for non-profits and start-ups and offers individual coaching, team development, and organizational performance improvement.

Would you like to comment?

And remember the needs of your employees have changed. Has your culture kept up? If there were

Talent Management Excellence presented by HR.com

June 2022

39

Submit Your Articles

October 5 - 7, 2022 Nashville, Tennessee

Industry leaders will share their experience, vision, and innovations over three packed days in Nashville. Join them at an event filled with fun, parties, networking and collaboration!

Inspiring keynotes · Educational sessions, panels and workshops for industry thought leaders · Intimate round table discussions with hot topics ·1 on 1 meetings with partners and key suppliers · Guided market tours · Product demos

2022 SPEAKERS

Marshall Goldsmith Executive Coach Top Ten Business Thinker

Author/Editor

Melanie Tinto CHRO

Wex

Courtney McMahon

Vice President of People Analytics

Colgate Palmolive

Nikita Steals

Head of Talent Acquisition

Beverley Troxtell

Head of Talent Development

PayPal

LinkedIn

David Sachs

Ryan McCrea

Northwestern Mutual

Atlassian

Senior Director Workforce Planning

Capital One

Linda Cai

Head of HR Change Management & HR Evolution

Head of Learning & Development

SAVE UP TO $750 Early Bird Rate Expires Monday, June 27, 2022 Talent Management Excellence presented by HR.com https://www.hr.com/InspireHR-attend

hr.com/InspireHR-attend

June 2022

40

REGISTER NOW

Submit Your Articles

IMAGINE THE POTENTIAL OF HR AND YOU! 2022 TOPICS TALENT & RETENTION

DIGITAL TRANSFORMATION

SKILL DEVELOPMENT

CULTURE, DIVERSITY & INCLUSION

EMPLOYEE ENGAGEMENT & EXPERIENCE

LEADERSHIP & BEING THE BEST LEADER POSSIBLE

SPONSORS & EXHIBITORS

Bring your team! Group pricing is available.

Contact CorporateEducation@hr.com for more information.

Talent Management Excellence presented by HR.com https://www.hr.com/InspireHR-attend hr.com/InspireHR-attend

June 2022

41

SAVE UP TO $750 Early Bird Rate Expires Monday, June 27, 2022

REGISTER NOW

Submit Your Articles

TRAINING TO WIN: How Much is a Trained Employee Worth?

By HR.com Professional Education Team so you can tick off the box, “Training done,” is pointless. So, as the manager, your job isn’t just to make sure some training is going on; your job is to keep a close enough eye on it that you can be confident that it’s helping to improve performance. In fact, what you are really aiming for is a learning culture where learning is genuinely encouraged, supported, and designed to fit each employee’s needs. You also want an environment where people coach each other, look up how to do things on YouTube, read articles, and take a moment to reflect on lessons learned after a project.

A

ttention HR folks! This article is meant for you to share with managers in your organization who want to become the best leaders they can be.

One of the main factors affecting job performance is whether or not the employee knows how to do the job. We all know that an employee comes into the job

Talent Management Excellence presented by HR.com

already knowing how to do a lot, and there are several things they’ll learn on the job on their own. However, that isn’t enough to optimize performance. You’ll get better performance if you invest in effective training.

We need to toss in the word “effective” because sending someone off to a course just

June 2022

42

There’s one more important element to this: people. (Yes, in management-related matters the issue of people seems to come up often.) Most people want to learn, so providing a workplace where learning is a priority is an important part of your employee value proposition. Remember, an investment in training is an investment in retaining your best workers.

Submit Your Articles

TRAINING TO WIN: How Much is a Trained Employee Worth?

Three Broad Categories of Training ●● Training to improve productivity. Productivity training includes things like technical skills, listening skills, and product knowledge.

●● Training in compliance.

Compliance training ensures employees know the laws and regulations relevant to their work so that they don’t inadvertently break any laws.

For example, there are laws about how you dispose of chemicals and how you handle personal data. ●● Legally required training.

This is training a person must have to be allowed to do the job. For example, someone will need appropriate training (and licensing) to drive a truck.

Talent Management Excellence presented by HR.com

The larger the company, the more likely compliance and legally required training are effectively handled by HR or some other department. They will often ensure that the organization is up-to-date on the relevant regulations, that appropriate training is given, and that records are kept. In a smaller organization, the onus may be less on HR and more on you. In an ideal world, all you needed to know about compliance would have been covered when you were onboarded to your managerial role. If it wasn’t explained to you, now is the time to find out. When we say now we mean right now.

Put down this book and send an email to HR asking for a meeting to go over all the details of the training required for each job in your department.

Learning Strategy

Once you are confident you are on top of required legal and compliance training, you can turn your mind toward training —or more generally learning—to improve productivity. Since this is important to your team’s success, you had better have a strategy.

A strategy is built from: ●● Understanding what your team needs to learn (we call this “learning needs analysis”)

●● Figuring out what learning programs will meet these needs ●● Securing any necessary budget ●● Planning how and when the learning programs will be carried out ●● Following through on implementing the plan

June 2022

43

Submit Your Articles

TRAINING TO WIN: How Much is a Trained Employee Worth?

The strategy can probably be noted down in just a few pages; it’s not the length of the plan that matters, it’s that you’ve put quality thought into creating it.

Learning Needs Analysis

Identifying the right learning programs for your team should be a collaborative process based on team needs and will depend on the training structure in your organization. The life of a manager in a company with an established Learning & Development (aka L&D) department is very different from the life of a manager in a company with just one HR pro. However, in all cases, the right training for your team will depend on: ●● What they do and how they do it ●● What they need to learn ●● How long they have to learn it ●● Best practices designed to enhance retention You will probably have a pretty good sense of those four points and if you collaborate with HR or your L&D function, then you will be able to clearly define learning priorities for each employee.

Finding or Developing Learning Programs

While you can take a pass at developing training yourself, if you truly want it to be successful and help drive team goals, it is highly recommended that you work with a professional: either a consultant or an expert within your own

Talent Management Excellence presented by HR.com

organization. This person should be someone who can help deliver the compliant, branded, engaging learning content you need. (Help is on the way!) It should be noted that HR/Leadership may have some specific training available from their division. If you have a Learning and Development (L&D) division, you can work with them to create or buy the learning resources you desire.

(Aren’t you lucky?!) Smaller companies may not have an L&D division established, but will likely have someone on point who is specifically assigned to handle training development and implementation. Work with this person to help you craft or buy meaningful learning programs for your team.

So, now your biggest task is to clearly communicate your team’s needs to the point person for training. Think about what your team members need to be able to do better or more consistently.

Communicating clearly is also critical to ensuring that you get the end results you want. Your training professional is not a mind reader and cannot be clear on what you need unless you clarify it. Don’t worry, this won’t be hard.

They’ll ask for the information they need. You just need to make time for them. They will want you to: ●● Articulate your desired end goals clearly ●● Clarify how work performance should change

June 2022

44

●● Explain how you will evaluate outcomes Remember too that your HR or L&D pro will be an expert in learning, but not in the particular topic you want to teach. You’ll have to put them in touch with experts on the subject. (Maybe that’s you!?) There are amazing learning resources available in the world. If you are very clear about what you need, then your L&D specialist will be in a good position to buy, adapt, or create exactly what you need. Focus on what your team needs to change, and let your L&D specialist focus on how to get there.

Feedback Will Ensure Continuous Improvement

As learning programs are being developed or piloted you will need to provide early feedback to your learning specialist. Your feedback will allow them to adjust course as needed before getting too far in the process. Be sure that your feedback is clear and honest! Do not agree to or create training that is off-topic or otherwise “missing the mark” on what your team must be able to learn or do.

There is a pot of gold at the end of all this work. For starters, a well-trained team will be remarkably more productive.

From your team’s perspective, the opportunity to learn and grow is something they will value.

Strengthening and expanding their knowledge can boost your team members towards their career goals.

Submit Your Articles

TRAINING TO WIN: How Much is a Trained Employee Worth?

Learning programs will demonstrate that you care about their development, which can help create greater loyalty to the company and your team.

What is Your Responsibility for Training to Improve Productivity?

You are the individual who is most responsible for helping your employees develop their skills. Yes, HR cares a lot about this. Yes, your manager will also care. However, you know your employees better than anyone else. Furthermore, your performance depends on their performance. It is very much in your interest to have a team that is continuously learning.

You should be constantly on the lookout for any opportunity to help and encourage your employees to learn. Sometimes it is formal training, sometimes it’s working with a peer, and sometimes it’s direct help from you.

One of the most important parts of this responsibility is that you have to carve out time for employees to participate in learning programs. If you cannot make this happen, then there is no point having a learning strategy at all.

Learning Agility and the Growth Mindset A person who is learning agile has more lessons, more tools, and more solutions to draw on when faced with new business

Talent Management Excellence presented by HR.com

challenges. You can see how this is different from just sending people to a bunch of courses.

You want your employees to be enthusiastic learners. You want them to actively seek out opportunities to learn. That enthusiasm will flow from your own attitudes. If your team sees that you support learning, if you applaud people who try out new things, and if you show that you are constantly learning yourself, then you’ll build a team culture that naturally has learning agility.

Important research on an attitude called “The Growth Mindset” underlies the concept of learning agility. The research is discussed in Stanford professor Carol Dweck’s book, Mindset: The New Psychology of Success. Dweck explains that some people have a “fixed mindset” when it comes to skills. They might think “I’m good at math” or “I’m bad at public speaking” and see that as a fixed trait. If it’s fixed, then there is not much point in trying to get better.

With a growth mindset, people believe they can always get better.

The research shows that a growth mindset leads to better results.

A fixed mindset discourages people who need improvement in a skill from trying to get better (“Oh, I’m just no good at giving presentations so why bother; get someone else to do it”). Strangely, it can also prevent people who excel at a skill from getting better as fast as they should. One reason this occurs is that they don’t feel they need to try hard.

June 2022

45

Note that the growth mindset doesn’t mean everyone can be a superstar. There are innate differences in ability. However, everyone can improve, and they can improve to a surprising extent.

For most of the tasks people need to do in business, you don’t need to be a superstar—you just need to be competent. Now let’s bring this back to your own attitudes.

Do you believe in each of your employees’ potential to learn? Do you think their skill level is fixed or do you think it can get much better? If you believe in them, then it will help them believe in themselves. You’ll be pleased with the results.

This article is an excerpt from HR.com’s book, “HR Fundamentals for Non HR Managers,” which is part of the reading material for the course, HR for Non HR Managers. This course was developed to enhance a manager’s partnership with HR, improve team performance and avoid headaches in complying with national, regional, and local labor laws, or as we like to put it, “the stuff that your HR department wishes you knew or wishes you were doing as a manager.”

Would you like to comment?

Submit Your Articles

Thank you for partnering with us!

SkillSurvey’s talent intelligence platform provides actionable insights and optimizes talent decisions with feedback across the entire employee lifecycle.

LEARN MORE

Reward Gateway helps companies engage, motivate and retain people – every day, all over the world. Our unified employee engagement hub provides the best of recognition, reward, wellbeing, surveys, benefits and discounts that support talent acquisition, retention and values-driven growth.

LEARN MORE

Sterling, a leading provider of background and identity services, helps 47k+ global clients create people-first cultures and hire with confidence.

LEARN MORE

Momentive is a new type of agile experience management company that delivers intuitive, AIpowered solutions built for the pace of modern business. We power the brave, curious, and ambitious who want to reshape their customer and employee experiences, products, industries— and our future. We put people at the center of our technology, and we’re here to collaborate with those who advocate for equality.

LEARN MORE

THANK YOU

TRACOM is the leader in Social Intelligence training.

We offer SOCIAL STYLE, Resilience, EQ and Agility assessments and training programs.

LEARN MORE

15Five is the favorite performance management platform combining engagement, performance, OKR solutions. Our software, education, coaching, and community enables HR leaders to create better managers, employees, and organizations.

LEARN MORE

Founded with a single vision and purpose Harrison helps companies optimize human capital by leveraging a deep understanding of human resources and psychology.

Art of Mentoring combines evidence-based mentoring expertise with the latest technological innovations to enable organisations to develop impactful, cost-effective mentoring programs.

LEARN MORE

LEARN MORE

EVERFI’s workplace training offerings empower employees to transform their organizations' workplace cultures with impactful, change-driven courses that go beyond compliance.

LEARN MORE

Hireguide helps companies hire faster, fairer, and with certainty by making structured interviews easy to use. Plan interviews, transcribe your conversation, and evaluate candidates all in one place.

Jobvite is a comprehensive talent acquisition suite that powers a marketinginspired recruiting approach from first look to first day.

LEARN MORE LEARN MORE

Advertise with Us

VI RTUA L E VE NTS

UPCOMING

VIRTUAL EVENTS & HR.COM WEBCASTS

Employee Privacy, Identity Protection, and Compliance Virtual Event

July 27, 2022

REGISTER

The State of Human Experience in the Workplace 2022

August 17, 2022

REGISTER

The Future of Talent Acquisition 2022

August 24-25, 2022

REGISTER

W EBCASTS WEBCASTS

View our Upcoming Virtual Conference Schedule and Register Today!

The Future of the HR Function – Hold on!

It’s Going to be a Wild Ride!

The Art of Goal Setting

Jobseeker Nation: What Candidates Really Want

Compliant Hiring Best Practices: Removing Bias and Discrimination

Marijuana Laws for Employers: What’s Changed? Hint: Everything

www.hr.com/virtualconferences

June 24, 2022 11:00 AM - 12:00 PM ET June 28, 2022 1:00 PM - 2:00 PM ET June 30, 2022 2:00 PM - 3:00 PM ET July 6, 2022 3:00 PM - 4:00 PM ET July 12, 2022 12:00 PM - 1:00 PM ET

View our Upcoming Webcasts Schedule and Register Today!

REGISTER

REGISTER

REGISTER

REGISTER

REGISTER

www.hr.com/upcoming_webcasts

Publications

13 Targeted Publications to Reach Your Audience Informing, Educating, Enlightening and Assisting HR professionals in their personal and professional development, the Excellence series offers high-quality content through the publications!

Like to submit an article? Use our online submission form or for more information go to www.hr.com/ExcellencePublications

Talent Management Excellence June 2022 For more information: Phone: 1.877.472.6648 | Email: ePubeditors@hr.com | www.HR.com/epubs