Posts Tagged ‘talent development’

Why Do We Tolerate Bad Bosses?

Far too many people leave a job to get away from that "boss from hell."

Far too many people leave a job to get away from that “boss from hell.”

As a diversity and career development consultant, I often teach workshops for Human Resources Professionals and Business Owners on the importance of investing in talent development. Part of that investment will be providing tools and resources to assist employees in building their skills and growing their longer range careers

One of the tools I provide is an analytical way to evaluate if a potential new position is a good fit. Unfortunately, many people do not make job decisions based on logical rationale, but often on more emotional issues, with the top one being to get away from that “boss from hell.” Too often people leave a decent job and run to a less than optimal position that does not really meet their professional or career goals.

In a recent workshop with HR professionals, I emphatically asked, “Why do we tolerate bad bosses?” They often cost our companies millions of dollars in lost employee productivity and attrition cost. With the high cost of recruiting and onboarding new employees, the cost of employees quitting to escape that bad boss is a large loss. And the remaining demoralized employees will spend too much time complaining about that bad boss or looking for a new job instead of focusing on delivering outstanding business results.

I believe HR professionals need to take the lead on addressing “bad bosses.” Some recommendations:

1. For a fairly new manager or first time offender, do offer training to address the manager’s shortcomings. Hopefully the manager will understand their issues and work hard to correct them. If the manager won’t even admit they are lacking in management skills, they need to be removed.

2. Managers with a repeated record of employee complaints and poor ratings on employee engagement surveys simply need to be removed from people management roles. One alternative to firing a bad manager is moving them laterally or perhaps demoted into an individual contributor role.

3. Offer a track to senior leadership that is based on strategic and technical skills that does not involve managing staff. There can be some excellent technical leaders who simply cannot learn how to manage others, yet they feel the pressure to move into management as the only option of growing their careers.

The most common objection I receive to not removing bad managers is “But they deliver business results. They get the job done” But really? Are the results that a bad manager may deliver worth the hundreds of thousands of dollars of recruiting and onboarding costs to replace departing employees? And are the results worth the poor morale and productivity? Something to think about.

2015 Warning – A Talent Shortage! Focus on Growing and Retaining Your Talent – Part 2 of 2

Are your competitors luring your best employees away to "greener pastures?"

Are your competitors luring your best employees away to “greener pastures?”

The premise of this two part series is that there is a major issue now facing US companies as the economy continues to improve and the record number of people retiring exceeds the supply of new qualified talent entering the work place.

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.

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