Archives for the month of: June, 2013

Talent 4 step

Human capital is arguably the most important asset of any business.

By definition, Human capital (i.e. “Talent“) encompasses a company’s stock of competencies, knowledge, skills, abilities, creativity and experience, combined to ultimately accomplish the achievement of desired organizational goals and objectives.

As indicated by the diagram, an ideal Talent process flow starts with the business plan, followed by sourcing, development and then retention.

This cycle remains an ongoing progression as the business operation utilizes succession planning to realize ongoing, continuous talent development and improvement.

Upcoming blogs will delve into specifics surrounding each of the individual talent four-step components

Regardless, the model is fairly self-explanatory and should be implemented by everyone interested in optimizing their talent management methodology.

Consider how your current routine aligns with this approach?

 

 

 

 

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How nice it would be to jump out of bed every day with an unbridled passion for getting to “work” and making a difference in our CAREERS.

For decades, I’ve told my team that “if you can’t have fun doing what you’re doing, find something else to do!”  Life is much too short to spend time enduring something that you find unenjoyable.

Yet I’m amazed at how infrequently the concept of “loving what I do” fails to come up during the course of an employment conversation.

Having been professionally subject to staying in a position of collecting a “nice and comfortable” paycheck although I didn’t necessarily enjoy what I was doing, I finally realized that it is of paramount importance to pursue a career that was in alignment with my personal goals and values.

If you aren’t doing what you were meant to be doing, take the leap and move on.

fun @ work

By definition, Human Capital describes the combination of knowledge, skills and experience that an organization’s employees possess.

It is often stated that people (your talent) are the most important asset of a leader or organization.  Yet, all too often managers perform pitifully in providing their team with the focused attention they deserve.

To achieve alignment with the definition of Human Capital, leaders should consider the following checkpoints for each and every direct-report during the conduct of business:

  • do you have a genuine command of the knowledge that the individual possesses, what they’ve learned and acquired through prior work and life experiences, and what areas they desire or need to learn more about?
  • have you tested for application of the requisite skills in order for the person to optimize performance in their current, and future roles?
  • are you providing the necessary coaching, teaching, feedback and follow-up to help the employee develop their fullest talents, directed at achieving ongoing growth and success?

Strong leaders ensure that consistent monitoring, training, reinforcement and praising is an ongoing event under their watch.

human-capital-connection

Last night, I was speaking with a friend who had just left an important position with their company due to an intolerable, demeaning boss.  This now former-employee was experienced and competent, and served in a high-demand role.

I recently read an article citing a study by Wayne Hochwarter at the FSU College of Business.   It analyzed why dissatisfied employees leave their jobs, revealing the following:

  • 31 % received the “silent treatment” (communication)
  • 37 % noted that credit was not given when due (one-minute praisings)
  • 39 % stated their supervisor failed to keep promises (commitment)
  • 27 % felt that their supervisor made negative comments about them to others (integrity)
  • 23 % said their “leader” blamed others to cover up mistakes (honesty)

These unbelievable yet actual, every-day events validate the concept that in many cases, good employees leave companies based on their management (or lack thereof!).

Take a pulse on your style and rest assured that any of these actions do not reflect leadership.

 

ee Pulse