Who’s in charge of employee development?

When it comes to bad guys in employee development, it is easy to point fingers. There is an employee who is only physically present when it’s time to train, and when discussing career goals, he just shrugs and says ”Dunno…” To counter that, what about that manager who never gives feedback and thinks that training is just waste of time. And to top that, how about those companies whose training budgets are cut to $0, whose departments hoard talent and hold back their top performers. So, where should the big finger point?

Employees?

Learning agility is one of the key ingredients of top performers and leaders of the future. As the amount of information and change increases, it is not enough that we get a degree and then decide we have learned all we need to know. Organizations are looking for lifelong learners; employees who adapt to new situations and know how to find information that doesn’t exist in neatly stacked binders. The concept of the job contract is also changing. A cozy career in one organization is a thing from the past. Forward looking companies manage their talent pipelines aggressively. Employees should manage their own career pipelines with equal vigor. Career development is not a one-way dialogue. Both parties benefit, when their best interests align and are actively managed.

Managers?

Managers are catalysts for growth. They can motivate their team by providing meaningful assignments, gradually increasing in challenge, or they can be boring task masters trying to drum up obedience with strict rules. Good managers provide opportunities to try out new skills while providing feedback and coaching on the way. They know how to conduct a purposeful dialogue around career and development. They celebrate successes and nudge their employees when they veer away from the right track.

Organizations?

Organizations are responsible for the environment and the infrastructure for learning. They provide the process for individual and organizational development plans. They come up with the resources for training, wisely investing more in high performers and strength building. They push for the big picture with workforce planning and for the long view with succession planning. Organizations also ensure the quality of managers who play a critical role in employee development.

So who’s in charge? Without the employee’s initiative, the manager can’t push a noodle. Without the manager’s insight and support, it’s hard to develop on the job. And without the organizational learning environment, it just wouldn’t be a priority for anyone.  To reap the full results, we need the full contribution of all three.

If you need help with gearing up your managers for better career and development discussions, or improving your organizational development processes, contact me at liisa@forteconsulting.biz or 512-484 8263.

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Are you after excellence or mediocrity?

I just finished listening to a webinar on Strength-Focused Performance by Marcus Buckingham, who wrote First, Break All The Rules and many other bestselling books. Marcus shared the latest Gallup numbers on where organizations focus their development efforts in 2010. In USA, 45% of efforts are focused on developing strengths and 55% on fixing weaknesses. Interestingly, there is a great gender difference; women peak at 73% focusing on their weaknesses. Millenials also seem to be more focused on their weaknesses at 69%. While other western countries aren’t that different from U.S. companies, the Chinese have totally changed their focus in 10 years. In 2000, only 23% focused on strengths. In 2010 the trend has reversed: 73% of Chinese companies polled are focusing on strengths. The rise of entrepreneurial optimism sees that in order to gain competitive advantage, strengths are the only way to win.

When we talk about strength-focused development, it doesn’t mean that you ignore weaknesses. It’s all about allocation of resources. The return on investment on strengths is 5 to 10 times higher than on weaknesses. Strengths are areas of unlimited opportunity. Weaknesses aren’t. You only want to make a minimal investment in improving weaknesses, enough that they don’t hold your employee back. There may also be other ways to deal with the weaknesses, such as automation, delegating or minimizing the tasks that require involving the employee’s weakness. If the job requires a large amount of time using the weakness, a job match discussion may be required.

On the other hand, developing strengths is time and money well spent. Not only will the performance improve in leaps, but so will employee engagement. People love to work using their strengths. As they continue pushing the limit of their skill and learning to master the next level of challenge, they are more likely to enter Flow, the highest level of human happiness. In 2009, only 14% of employees got to play to their strengths most of the day. When organizations don’t use the talents of their employees, they are underutilizing their human capital and disengaging their strongest players.

The best managers discover the strengths and weaknesses of their team members through observation and dialogue. They appreciate the unique talents and contributions of each individual and put them to full use. They continuously challenge their employees to learn new skills and knowledge, especially in the areas of their strength. They are developing experts.

Are you developing your strengths and the strengths of your employees?

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Keep an open mind: You might discover a new you

My Outlook crashed the other day. What a pain. Webmail basically sucks when you don’t use it on a daily basis. As I was hopelessly poking around in things I don’t understand, it occurred to me that I have heard peripheral notions about the benefits of g-mail and cloud computing. I have been resisting even exploring the idea, because I didn’t want to get out of my comfort zone. Hence, now I was in my comfort zone without a functioning e-mail. Often, we enter change kicking and screaming, when there already is a problem. That’s human nature.

It wouldn’t hurt to flex our change muscle once in a while. You can start small. For example, most of us have the optimized routes to work or to the grocery store. Switch the route. Maybe it will take a couple of extra minutes, but you will have to be more alert and notice new things.

How about doing something you are a bit nervous about? I hate roller coasters or anything with the slightest G-force, even though I know they are a great outlet for excitement. I would probably faint in one. However, my daughter wanted to go for a kiddie ride that equals a death trap in my standards. I risked everything and had fun. You can see my hair fly in the picture! You can do the same with public speaking, working with numbers, horseback riding, or whatever may be your secret fear.

Wheeeeee!

You can also get more change ready by expanding your horizons. Meet new people who are not like you. Maybe they have a different background than you, or perhaps their opinions are the total opposite of yours. We like to surround ourselves with people who make ourselves comfortable. How about an occasional excursion to the ‘other side’ where mild discomfort with some aha’s and personal growth is guaranteed?

Other poisons for change and innovation are deep rooted convictions and assumptions. I tend to be a very fact based person and a lover of science and research. To open my mind a little bit, I visited a friend who practices EFT (Emotional Freedom Technique), also categorized as pseudoscience – yikes!  The EFT session was eye opening, and it gave me ideas for organizational behavior change. What things don’t you believe in and might just explore to get a new perspective?

When we are looking for flexibility, change and disruptive innovation, let’s keep Einstein’s definition of insanity in mind: doing the same thing over and over again and expecting different results. How about some change?

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A seat at the table

It doesn’t take long when talking about HR development that the discussion turns to HR’s strategic role or the lack there of. HR professionals want to contribute more to business decisions, and executive management longs for HR who is able to play the game with them. Where’s the disconnect then?

One of my favorite charts is the triad of accountability. As employees take more accountability, they are trusted with more decision making power, thus getting more empowered. This triad applies to HR professionals as well. Sometimes, getting empowered requires the first step of having the guts to just do something you haven’t done before. Make a proposal. Drive change. Be the guardian of the company culture.

To find your voice, listen to yourself. Are you mainly reacting to requests, or are you initiating actions? When you are providing solutions and options, do you also give your recommendation for the best action, instead of leaving it for the executives to choose any option? In meetings, do you voice your perspective and opinion, even if it might be different from the majority?

To gain trust, the first requirement is to execute flawlessly in basic HR responsibilities. That comes naturally to everyone. HR should know the pulse of the workforce, so make sure to use sneaker management and build relationships with your employee base. You should be the first one to raise the red flag if morale is getting lower, or if performance is dropping. Study the business and learn the numbers. You should be confident enough to follow the business discussion to articulate the human capital implications on the business and the other way around.

When working with executives, learn to give them the right level of detail. They only want a short business context, their options, implications, the best action to take and the next steps. They don’t have time for legalese, how things are done or what the logistical problems are. They certainly prefer a well justified recommendation over multiple options to choose from. There is always a risk that your recommendation won’t work out – that’s what it means to be a strategic partner; taking part in the discomfort of true decision making.

Don’t forget networking. Build alliances both within your organization and externally. True players are connected and know what is going on. When you need to make a tough decision, you will always have someone smart to turn to before you make your move. The seat at the table is waiting for you.

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Should you hire unemployed talent?

I sat in a meeting last week and heard from a talented and very experienced peer who is currently on the job market that a senior leader refused to interview him simply because he is unemployed. Not because of a gap in his resume or a cultural fit – just because of this manager’s perception of unemployed people. I can tell you that tons of bad karma was flowing in her direction from all of us in the meeting. This new trend has been brought up in the media. It’s not just that it feels wrong; turning away a whole talent pool based on one factor is not a smart thing to do.

Human resources and hiring managers are getting inundated by hundreds of resumes every time they post a job opening. They have to find a way to screen out the unqualified candidates and unearth the best of the best. They cannot use methods that would discriminate against protected classes (race, gender, disability etc.) One area where employers are already stepping into landmines is by increasing job requirements just because the talent is available. If you require a degree or certification for a job that didn’t use to need one, you may be headed for trouble.

Discriminating against unemployed status is not illegal, although not smart. Some employers are still under the impression that the people currently seeking work were laid off for performance reasons. Newsflash: Whole departments were slashed. Some companies had to reduce 50% of their workforce. One of my least favorite corporate assignments was to coordinate a (large) reduction list. The managers who had to submit names were fighting tooth and nail to keep their employees. There were no low performers to let go.

The talent thrown over the corporate fence has been through good in-house schooling and knows the functional best practices. The talent from small and mid-sized companies is truly versatile and has learned to perform multiple roles and keep many plates spinning in the air. Savvy recruiters and hiring managers should give both a second look.

There are better ways to screen talent than unemployment status. Use clear job requirements; know your culture and what kind of behaviors you are looking for. Consider an applicant assessment before you interview. Use an employee referral system.

Current job seekers are not standing still. They are retraining, learning new skills, volunteering, networking and doing pro bono project work. I hope they are highlighting these activities in their resume. One of them might just be the right one.

Hiring managers, HR, recruiters and job seekers: Do you agree or disagree? Share your experiences!

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Social media trends and talent implications

I attended the Austin Tech Fair today, and some of the panel discussions inspired me to summarize a few thoughts around how talent requirements are being shaped by social media trends.

Social media changes how relationships are built and how collaboration works. The connectivity brings people together in a new way we are learning to embrace. Some of the competencies listed today were virtual collaboration skills, cultural competence, ability to process information and continuous learning agility.

Virtual collaboration skills become increasingly important, as teams work together across geographical and organizational boundaries. We are expected to command the technology that enables us to edit documents, facilitate discussions and coordinate projects between multiple locations. With the virtual nature of the work comes the challenge of forming authentic relationships without face-to-face contact. Those who know how to overcome this barrier will lead productive teams and successful customer interactions.

I raised a question to the panel whether they think the technology will replace some of the face-to-face interaction and what the implications might be. Scott Ingram, the Sales Director of Bazaarvoice and the founder of Network in Austin, responded that instead of replacing, the technology will complement the face-to-face interaction. In between the in-person meetings, social media enables us to keep up-to-date on the lives of our connections and thus form deeper relationships than otherwise possible.

Social media connects people across national boundaries as well. As the geographical distance becomes a non-issue, cultural competence and international business acumen increase in value.

David Armistead from Social Web Strategies pointed out the current challenge of the information overload. The talent imperative is the ability to filter and process information for competitive advantage. A related question from the audience was regarding time management. Dave Evans from Social Web Strategies stressed that one needs to be purposeful with the use of social media and allocate a certain time slot for it and not go over it.

As we are headed towards the new technological revolution, the cyber age, perhaps the most important quality of future talent is learning agility. Lifelong learning, an open mind and reinventing oneself are critical for the workforce. Many of the jobs as we know them today will not be necessary. Many of the jobs of tomorrow don’t yet exist. A career will no longer be a monolithic path, rather it will be like social media; nimble, interactive and ever-evolving.

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How to get a raise

2009 was a year we want to forget. Adjusted for inflation, total compensation in the USA fell by almost 1.3 percent. 2010 looks a bit better, but not much: a salary increase forecast conducted by The Conference Board projects modest budgets of 2.8%, barely enough to match the inflation rate. In this environment, what can you do to get that coveted raise? There are no silver bullets, but the answer lies in knowing the process, studying the criteria and applying self awareness.

There are different approaches to compensation strategies in organizations, such as flat inflation adjustments, seniority systems, competency based increases, but performance based pay is the king. It makes sense; the best performers get the best compensation. In this year’s case, the performance based companies will take their 2.8% increase budget and try to divide it so that low performers will get nothing, solid performers will get a little bit, so that there is some extra money accumulated to give a more handsome reward for the star performers. It sounds straightforward, but many complain that they are not being evaluated fairly. Herein lies the challenge: 90% of employees feel that their performance is above average. So, how do you know if you REALLY are above average and deserve the key to the treasure chest?

If your company is in a mature stage, it has clearly defined standards for different performance levels. These would describe how a top performer behaves versus a solid performer, and what constitutes performance below expectations. Sometimes, you can dig in further and find the listed company leadership values. If you can’t find any published criteria, here are some generic tips how to distinguish whether you are a true top performer vs. a solid performer:

• Top performers are part of a solution. It’s not that they don’t see problems or are yes-men. When they see a problem, instead of just identifying the issue, they think of possible solutions and volunteer to be involved in implementing them.
• Top performers are proactive. Instead of just doing a good job at fulfilling requests and completing goals, top performers clearly see the overall strategy and purpose of the company, and jump at opportunities to do things beyond their current tasks, as long as they are aligned with the current priorities.
• Top performers are change agents. In new initiatives, top performers not only go to training and follow the new rules, they embrace the change vision and evangelize the cause. If there are issues, they find workarounds instead of just pointing them out.
• Top performers are continuous learners. They ask for feedback and act on it. When they go to training, they are engaged. When they get back to work, they share what they learned with the team and apply the new skills on the job.

Just as a word of caution, here’s a tell-tale sign how to recognize if you might be a low performer: you consume a lot of your supervisor’s or HR’s time. Unless your time with your manager is proposing ideas that you are volunteering to implement, you are taking time away from productivity. The only other exception may be if you are reporting illegal or unethical activities; that is your right.

Get savvy about your company’s performance management and compensation processes. Know the criteria for decisions. Find out about the schedule and decision points. For example, once the merit increases have been approved by senior management, your chances of changing your manager’s decision are slim. Your manager and HR are your best sources of information. Use the processes to your advantage and don’t be afraid of them. Document your performance throughout the year and make sure that your manager, the next level management and HR are aware of your accomplishments. Network internally so that the decision makers can connect a name to a face.

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If you are a manager, don’t let the rewards planning time to go to waste. With the little budget that you have, make it count:

• Make sure there are no surprises. Your performers should know where they stand based on the informal feedback you give throughout the year.
• Be as transparent as you can be about the guidelines and how the compensation decisions are made. Clear expectations upfront set the stage for frank discussions.
• Make sure to celebrate the successes with your top performers and show how much you value them. The reward dialogue with them is a great opportunity to do so.
• Don’t forget to share how much you value your solid performers. Show them what it takes to be a top performer.
• Don’t cop out with your low performers. They should not be surprised with what’s in store for them.
• Don’t forget that compensation can only be a dissatisfier. Leading with purpose, giving feedback and developing your employees ultimately drive their engagement.

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Copyright 2010 Liisa Pursiheimo-Marcks, all rights reserved.
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Do you LOVE your job? Rediscovering passion at work.

What keeps puzzling me is how some people are passionate about their work and some are not. Look at the healthcare workers who dropped everything to go and help the victims in Haiti. There are scientists who spend nights at their labs to find a new solution to our energy crisis and Olympic athletes who sacrifice their normal youth for one chance to be number one. But these jobs are so alluring and have a higher purpose, we say. But what about the lady at my grocery store who packs my purchases faster than anyone else? She sorts them by kind to make it easier to unpack, and does all this with a smile. You can tell she is proud of her work. And I know software developers who love coding so much they take their laptops to bed. There are also doctors, scientists, media personalities and athletes who are not passionate about what they do. My claim is that it’s not about the job; it’s something else.

In the old days, we used to have artisans and craftsmen, who learned their profession through apprenticeship and years of practice. They even assumed their last names based on their trade. They marked their work with their initials and made sure it was well done. In the age of mass production and standardization, employees can still carry the mark of ownership and pride to their work. This is a personal choice. You can be today’s craftsman of your own trade.

We also have our natural skills and talents. Some of them are more obvious and transferable to a career than others. The greatest gift parents can do for their children is to let them explore their gifts and interests and guide them to the right path, not necessarily the one they had in mind in the first place. If we get to do something that comes easy for us, the passion follows. Maybe it’s not the whole job, but a part of your job.

When we talk about a calling, it has to do with making a difference. If I work for a charitable organization or an emergency room, the impact is easy to see. However, every organization is necessary and has a purpose in its own way. Find out how your company’s products are used, how customers experience the solutions, and what is needed to strive towards the company’s vision. Make sure you see the connection between your line of work and why your company exists. Then decide to be the best that you can be.

The most intense moments of recorded happiness are experienced at work during flow. When we set challenging goals for ourselves, avoid interruptions and give our best, our chances to get into the flow increase. That is passion. It can happen in any job.

In today’s economy, it may sound a bit arbitrary to talk about passion. Those who don’t have a job feel stuck and forced to take whichever job they may get. Those who are already in a rut are painted in a corner and can’t leave in the fear of not finding a more fulfilling position. Even in this situation, job passion can be achieved. Make a long term plan to get to your final destination that matches your natural gifts and the work environment you desire. In the meanwhile, create opportunities to get into the flow and take pride in whatever you do in your current trade.

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Copyright 2010 Liisa Pursiheimo-Marcks, all rights reserved.
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