Posts Tagged ‘career planning’
In Part 1 (link) I focused on three top sources of bringing in new talent. But once you obtain the best talent, how do you keep them engaged and growing? And to make the issue worse, as the economy continues to improve, you competitors are going to come after your best people to lure them away to greener pastures. You need to actively show your employees that the company cares about their career growth and that great future possibilities are available within your enterprise.
The importance of providing a skills and career growth value proposition is highlighted in the SHRM (Society of Human Resource Management) January/February 2015 “HR Magazine” in a feature story called “What’s in Store for HR in 2015.” In fact, a majority, 5 of the 9 predictions, supports this theme of the importance of talent development:
• Culture, diversity, engagement and retention will be front-burner issues.
• Corporate learning will be transformed and will take on more importance
• Talent mobility and career management strategies will become necessary to complete
• Leaders will invest in talent analytics and workforce planning
• HR teams will get a new design and focus on professional development
When your best talent leaves to go somewhere else (and let’s face it, it normally is your best who are recruited and lured away by competitors), the replacement cost in terms of recruiting, hiring and onboarding is huge! The cost per employee can often range from 1 to 1.5 times annual salary. Yet to invest in some robust career development tools to excite and retain your employees may even cost less than replacing one employee! Get proactive and grow your people instead of spending millions of dollars on “employee replacement costs.”
A good talent growth strategy will involve engaging employees in growing skills within their current position as well as giving them tools to plan meaningful longer range careers within your enterprise (see my past blog on short range and longer range development.) On the career growth side, I offer an innovative yet proven approach based on career mapping that is tailored to your enterprise and engages employees enthusiastically in longer range career planning.
Check out the Total Engagement Career Mapping offering as well as reading this ZipRecruiter article about my process. In addition, here is another article that demonstrates how to calculate a business case for investment in employee career development, ideal for securing the necessary budget from your CFO. And then contact me today to request my two page offering spec sheet and / or to set up an appointment to discuss how Total Engagement Career Mapping can work within your company.
On Tuesday, August 19, I attended two different HR events, quite inter-related, both with excellent presenters.
At the annual joint RWHRMA (Raleigh Wake Human Resource Mgt Assoc) and TSHRM (Triangle Society for Human Resource Mgt) lunch meeting, Consultant, Speaker and Leadership Coach Rich Schlentz, spoke on “Your Employees Have Quit – They Just Haven’t Left.” Earlier that morning, the Greater Raleigh Chamber of Commerce sponsored an HR workshop, “Small Business Workplace Accountability, led by Molly Hegeman, VP of HR Services for CAI (link). Clearly these two topics, engagement and accountability, go hand in hand.
First, it is important to define these two key terms – engagement and accountability.
Engagement is the emotional commitment the employee has to the organization and it goals, often resulting in willingness to volunteer discretionary effort.
Accountability is a personal willingness, after the fact, to answer for the results of our behaviors and actions, regardless of how things turn out.
In the pre-meeting materials for Rich Schlentz’s (Founder and Chief Enthusiasm Officer at EXTRAordinary! Inc.- link), Rich provided some very compelling statistics and why employee engagement is so critical to business success:
• Engaged employees average 27% less absenteeism than those who are disengaged.
• Workgroups with lower engagement average 62% more accidents.
• Higher levels of team engagement equate to 12% higher customer satisfaction score.
• Engaged teams average 18% higher productivity and 12% higher profitability.
In his luncheon presentation, Rich asserted that HR needs to take the lead in providing processes and tools to build engagement, with the management team taking the engagement endeavor seriously. His three points for leading in engagement included making it personal, stepping into the employees’ world, and craving feedback.
Molly Hegeman’s morning workshop was focused on employee accountability for small businesses, but truly the materials are totally applicable to organizations of all sizes, and complemented the session on employee engagement. To be engaged, employees and managers need to be accountable. Accountability manifests itself in employees being present for their entire work time, completing the tasks assigned to them and working well with others toward the common business goals. Molly then shared alarming statistics that a vast majority of global and US employees are either not engaged or actively disengaged on their jobs.
Molly provided three critical areas of focus for building accountability: Vision/Purpose, Managers and HR Systems / Processes. Management Strategies for increasing employee engagement include:
• Providing variety to avoid tedious work and burnout
• Conducting periodic employee meetings, and make them meaningful
• Providing mobility to allow for the right people to get into the right jobs
• Communicating openly and clearly
• Really getting to know the employees
• Consistently communicate the purpose and values of the organization
• Celebrating individual, team and organizational success.
FYI, my company, Total Engagement Consulting by Kimer, builds employee engagement through engaging employees in meaningful long term career planning using the innovative Total Engagement Career Mapping process, and though engaging in diversity initiatives.