In an era of managing costs in order to grow revenue, it’s not surprising that talent management software and other programs are so popular. These tools attempt to make all areas of human resources, from employee assessments to controlling labor hours, more efficient and productive. A problem arises when top management realizes that these quality-management programs lack the buy-in from participants that it had hoped the programs would engender. And that’s where talent development bridges the gap.

Imagine a professional baseball team that attempts to manage its players with a software program for efficiency. No matter how well staffed the team is, if team management ignore the talent aspect and put their best pitcher on first base, the team just won’t play at top capacity. What’s more, the pitcher is going to start looking for a team that lets him pursue his goal of pitching, or worse, he’ll do nothing and be an average or frustrated player. From that perspective, his behavior makes sense. Because they neglect the development of the talents of individual employees, many companies see the same scenario take place every day.

Employee Behavior Is Not Complex

When employees are not fully engaged in their jobs or careers, they are not willing to give 100 percent. Trying to motivate them with a yearly assessment or an occasional review (core components of many talent management programs) is not enough. While these program components certainly have a role to play, they do not induce genuine employee engagement.

On the other hand, psychological models like psychological type (e.g., Myers-Briggs Type Indicator®), temperament (e.g., Keirsey Temperament Sorter) and social styles (e.g., DiSC Profiles) are excellent examples of tools that can be used on a daily basis to solve problems, improve communications and create better relationships. These models are simple to teach, easy to learn and are supported by vast amounts of resources for long-term use inside organizations. They allow top management team’s to understand the skills and motivations of its team members so that it can align the team’s efforts with the goals of the company.

Employee Engagement Impacts the Bottom Line

A significant amount of research has been done that draws a strong correlation between employee engagement and its effect on customer behavior, revenue and profitability. In fact, companies with truly engaged employees demonstrate lower costs, higher income and higher revenue growth than those companies whose employees are less engaged. According to a recent Towers Perrin 2007-2008 Global Workforce Study, about 21 percent of employees are engaged in their jobs. Corporate-level executives should act on these studies that link talent development activities, like opportunities to learn new skills and career growth programs, with a greater number of employees who are willing to go that extra mile.

Talent Development Improves the Businessperson

In order to produce profound business results, executives must make the necessary capital investment in their employees. Developing the innate skills and strengths of a team requires more insight than filling out a form that rates follow-through on a scale of one to five. It requires focusing in on the potential ability of an employee, understanding his or her goals and desires and aligning those with the goals and needs of the company. That’s talent development.

With a diverse and mobile workforce, it’s likely that a staff of 200 employees is going to be comprised of different demographics with vastly different motivations. Keeping those top workers is essential, and losing them and retraining new ones is costly. Given the clear relationships between talent development and employee behavior, and between that behavior and company performance, it is obvious that managing your human resources is not enough. Talent development is required to keep businesses viable and thriving in this changing job climate.

About Kris Kiler

Kris Kiler is an experienced consultant and entrepreneur who brings his training and publishing expertise to TrainManagers.com.  Kris has partnered with Deb Dominguez to create TrainManagers.com, a management success training company that offers inspiring and high impact, off-the-shelf training programs for use by corporate trainers and management consultants. He has worked extensively with corporate trainers and management consultants creating custom training programs and to develop and implement successful and innovative corporate training initiatives.  Kris’ background includes running a successful training and publishing company for six years. In this capacity, he designed and implemented an e-commerce system for selling products and training services as well as corporate services.  He has also published more than thirty training support publications through his company by a variety of writers and collaborators. He is the author of The Role of Talent Development in Employee Engagement.

Resources

• “Building the Global Village.” Gebauer, Julie. Synnovation: The Quarterly Journal of the EDS Agility Alliance: 1. no. 2 (2006): 24-33.
• Pallera, Maura. “Creating a High-Performance and Adaptive Workforce.” Insight Salary.com, (February 2008).

Using talent management software packages to administer employee performance has suddenly become hugely popular. Within this new-found appreciation of the need to better address the management of human capital is the need to develop the actual talent within that resource pool. According to a recent report titled Human Capital Management: The CFO’s Perspective, sponsored by CFO Research Services, 92 percent of those interviewed believe that human capital has a direct effect on customer satisfaction, 82 percent said it has an impact on profitability and 72 percent felt it shows up in innovation and product development.

Don’t Put Talent Development in a Corner

Talent development refers to the process of assessing the innate skills, interests and passions of employees and actively aligning them with a company’s objectives. Frequently, talent development is relegated to a tab in the talent management software system alongside a yearly assessment or a one-day workshop on communication styles. When this happens, upper management misses out on a huge opportunity to fill needs with the available human resources.

Talent development should be of equal or greater importance to talent management. In a highly competitive race to hire and retain the best individuals, ignoring this component of human resources is a costly decision. The nature of people makes development necessary.

Self-Actualization Equals High Performance

Maslow’s hierarchy of needs is a very simple way to illustrate the need to have a talent development strategy. The theory’s familiar pyramid represents the five human psychological needs. It starts from the most basic, with physiological needs like food and water, and continues with safety, love and belonging, esteem and finally self-actualization. Of course, most employees get the first two levels fulfilled just from a basic paycheck.

In order to encourage people to become high-performing contributors to the organization, their other needs must be met too. This nurturing is often looked at as fuzzy or soft, but these actions can have the most concrete impact of any organizational initiative. In fact, problem-solving skills and creativity are found at the top of the pyramid in self-actualized individuals?the very ones you want to recruit and retain.

Providing the opportunity for individuals to learn about how they communicate, how they become stressed, how they approach working on a team and how they typically meet their psychological needs is not soft. These personal dynamics have a real impact on each employee’s engagement in the organization’s larger purpose. A cohesive program of talent development activities that addresses these needs and is part of a comprehensive plan for the long-term fulfillment of key positions in your company has become a critical aspect of integrating talent development with company vision and success.

About Kris Kiler

Kris Kiler is an experienced consultant and entrepreneur who brings his training and publishing expertise to TrainManagers.com.  Kris has partnered with Deb Dominguez to create TrainManagers.com, a management success training company that offers inspiring and high impact, off-the-shelf training programs for use by corporate trainers and management consultants. He has worked extensively with corporate trainers and management consultants creating custom training programs and to develop and implement successful and innovative corporate training initiatives.  Kris’ background includes running a successful training and publishing company for six years. In this capacity, he designed and implemented an e-commerce system for selling products and training services as well as corporate services.  He has also published more than thirty training support publications through his company by a variety of writers and collaborators. He is the author of The Role of Talent Development in Employee Engagement.

Resources

• Best Practices in Talent Management Workforce.com in Workforce Management
• Towers Perrin-ISR. “Employee Engagement Underpins Business Transformation.” Towers Perrin-ISR Case Study, July 2008.

Imagine jumping into a complex, high stakes game without knowing the rules—that’s what thousands do daily as they enter the business world without an introduction to basic professionalism.

How does one learn to be professional? Most employees have never been trained on what it means.  Sadly, many business problems and failures can be attributed, directly and indirectly, to lack of professionalism.  This systemic business issue impacts everything from customer service and employee morale to team productivity and business results.

Your employees are the heart and soul of your company so it is important to engage the heart and soul of your employees. Although professionalism includes important external components such as appearance, demeanor, etiquette, etc., there is an even more significant and intangible inner component that must be brought forward. When we speak to the highest part of who a person can be, we tap into the source of inspiration and excellence. Here are five ways to inspire employees to give you the best of what they’ve got:

• Secret 1: Assume that, given the right information, each person is capable of peak performance and professionalism. Whether you know it or not, people pick up on it when you believe in them.  It comes out in thousands of subtle and not so subtle ways.  The same is true when you don’t. It is human nature to live up to what is expected of you.  Pay attention to your inner beliefs and attitudes toward your employees. If you seek excellence, see them all as fully capable of delivering it.
• Secret 2: Notice what’s going right and talk about it—a lot. What you focus on expands.  If you make a habit of paying attention to what’s going well, you will inspire employees to show you more of that.  That doesn’t mean that you ignore what needs improvement, it just means that you give as much “air time” to what’s working as you do to what isn’t.
• Secret 3: Invite employees to dream big. What would it look like if everyone was excited, inspired and engaged every day?  It is exciting and inspirational to be asked for input on company issues and be a part of the solution.  Invite employees to give suggestions on how they can have an individual impact on larger company initiatives like improving customer service or quality control.
• Secret 4: Remind people that they are part of something bigger. What are the ways that your company fills a need?  Even if your product or service is not very glamorous-there is someone who wants and needs it and counts on it to be excellent.  Focusing on the larger meaning of one’s work can inspire excellence and engagement.
• Secret 5: Give your people the training and information they need to succeed. It’s is critical that you clearly define your expectations for your employees. Remember, most employees have picked up the “rules” of the business game by seeing a lot of examples on the job and in the media of what not to do.  It’s in your company’s best interest to give employees specifics on the what, how and why of professionalism.

About Deb Dominguez

As a professional coach, consultant, writer and workshop leader, Deb Dominguez, President and CEO of TrainManagers.com, is a catalyst for organizational excellence. Deb partnered with Kris Kiler to create TrainManagers.com, a management success training company that offers inspiring and high impact, off-the-shelf training programs for use by corporate trainers and management consultants. Deb’s background includes 20-years of experience as a successful corporate marketing executive for a Fortune 200 company. Deb holds a Master’s degree in Spiritual Psychology from the University of Santa Monica and a Bachelor’s degree in Marketing and Business Administration from San Diego State University.

We’ve read about it, we’ve seen it on 60 Minutes and maybe we’ve even directly experienced it. Generation Y workers have a sense of entitlement, they lack respect for authority and they have the nerve to demand evenings and weekends off. They are shaking things up and we aren’t sure we like it.

The implications for our economy and global competitiveness are dire. Except when you remember that we head for hell in a handbasket about every twenty years, each time a new generation reaches maturity and starts exerting its influence on the world as we know it. Generation after generation laments the rise of the youth and the youth absolutely delight in providing something to lament about.

So how do we bridge the gap and create common ground where we all win? We provide a common language of professionalism that engages workers of all generations.

Here are five tips for connecting with the next wave of employees.

• Tip 1: Look for What We Have in Common—Are we really that different? On the surface, it appears so. We’ve grown up with different social norms and values, parenting styles and world events, not to mention huge differences in available technology. Of course this leads to divergent expectations and views of how the world works. However, at the core of what makes us tick as humans, we are the same. We want to build lives for ourselves and to achieve our personal version of success. When you are working with a 20-something, remember he’s not an alien life form, he has hopes and dreams like everyone else. Connect at that level.
• Tip 2: Don’t Homogenize Gen Y—The moment we start lumping entire groups of people into a certain set of expected behaviors and stereotypes we have marginalized and underestimated them. The labels we give and characteristics we assign to historically significant generational groups are a simplification device. They are for the convenience of social commentators, historians, economists and advertisers who are motivated to identify patterns to use to draw conclusions. While there are definitely some patterns of behavior and attitudes in groups of age cohorts, don’t assume that they define every 25-year-old you encounter. Approach each young worker as an individual. Get to know her and find out what motivates and inspires her.
• Tip 3: Reframe Issues as Opportunities—What you focus on expands. You have a choice of whether you are going to give your energy and attention to all the perceived shortcomings of Gen Y or the gifts they bring to the established workforce. They bring all of the energy of youthful enthusiasm, creativity and a sense that they can’t possibly fail. Let’s not be in such a rush to tell them why they are all wrong. Let’s take advantage of the fact that they believe anything is possible and channel it toward the common goal.
• Tip 4: Share and Learn—Undoubtedly, those of us with years in the corporate world have a lot of experiences and learnings to share. And, at the same time, let’s not get caught in the “this is the way we’ve always done it” trap or the “you should listen to me because I’m older and wiser” mindset. Gen Y employees are much more likely to engage and learn when they feel they can also contribute. You never know what fresh ideas may come forward from a bright, young mind. And, remember the old adage, show them, don’t tell them. The more you model what you want to teach versus lecture about it, the less likely it is that you will be subject to “knee-jerk” resistance to anyone older and more experienced.
• Tip 5: Give Them the Tools—Most people have never been trained on what it means to be “professional” and that includes Gen Y. Appeal to their self interest: Don’t make learning about professionalism into something you impose on them because you want to change them. Instead, make it an invitation to be intentional about their impact on the world, with room for personal expression. Include professionalism and business etiquette as part of your corporate curriculum for all employees, not just Gen Y. In this way you will create a common language and a starting point from which to build collaborative, cooperative and successful working relationships across generations.

About Deb Dominguez

As a professional coach, consultant, writer and workshop leader, Deb Dominguez, President and CEO of TrainManagers.com, is a catalyst for organizational excellence. Deb partnered with Kris Kiler to create TrainManagers.com, a management success training company that offers inspiring and high impact, off-the-shelf training programs for use by corporate trainers and management consultants. Deb’s background includes 20-years of experience as a successful corporate marketing executive for a Fortune 200 company. Deb holds a Master’s degree in Spiritual Psychology from the University of Santa Monica and a Bachelor’s degree in Marketing and Business Administration from San Diego State University.

Engaged employees demonstrate three characteristics: commitment, involvement and enthusiasm. Employees become engaged when their employers meet their basic needs, create meaningful opportunities to contribute, foster a sense of belonging, and provide chances to learn and grow.* Employee training is likely to be a key factor in the implementation of any organizational strategy aimed at improving employee engagement.

As a trainer, how do you create trainings and learning environments that create involved and enthusiastic employees? Here are some important keys:

Key 1: Just ask. Before you start developing the training consider surveying your participant group. Ask what topic areas or skills they want to learn, how they prefer to learn this new information, and how they would like to be evaluated. If you can match the training to participant preferences the learning from the training is more likely to be sustained.

Key 2: Match training design to personality style. Considering the personality types of your participants is fundamental if you want your training to have a broad impact. Creating a learning environment that creates a balance for all styles will leave employees feeling valued and connected with the you, the trainer, and the material you are presenting.

Key 3: Don’t stand and deliver. Build interactivity into your programs. This may seem like a rudimentary point, but there are employees everywhere falling asleep or daydreaming in class because they are not encouraged to participate. Even if you’re training employees on organizational procedures, you can try to make it fun and enjoyable.

Key 4: Unify generational divides. The looming gap in the workforce is no secret and the conflicts between each generation can create a divisive workplace. Design activities with generational components to persuade individuals of each generation to shift perspectives and recognize the strengths and weaknesses of the other.

Key 5: Connect vertically. Trainings that involve higher- and lower-level employees can help build communication and trust and cultivate employees to think systemically. Effective communication is a leading indicator of an organization’s financial performance.** Opening up communication between employees vertically throughout the organization can contribute to the bottom line.

Key 6: Make learning personally relevant. This goes beyond personality and conveys to the participants that you care about them as individuals and not just as contributors to the organization. Applying the learning to a context outside of the scope of the organization will encourage participants to think creatively and allow them to express themselves as unique individuals.

Key 7: Use technology. Think outside the concept of e-learning modules. Blend classroom learning with interactive tools such as: participant discussion forums for post-training dialogue, online assessments for testing competence related to the topic, or on-line development plans that provide a follow up system can help support the ongoing independent learning of the participant.

About Kris Kiler

Kris Kiler is an experienced consultant and entrepreneur who brings his training and publishing expertise to TrainManagers.com.  Kris has partnered with Deb Dominguez to create TrainManagers.com, a management success training company that offers inspiring and high impact, off-the-shelf training programs for use by corporate trainers and management consultants. He has worked extensively with corporate trainers and management consultants creating custom training programs and to develop and implement successful and innovative corporate training initiatives.  Kris’ background includes running a successful training and publishing company for six years. In this capacity, he designed and implemented an e-commerce system for selling products and training services as well as corporate services.  He has also published more than thirty training support publications through his company by a variety of writers and collaborators. He is the author of The Role of Talent Development in Employee Engagement.

Notes
* Harter, James K., James W. Asplund, and John H. Fleming. HumanSigma: A Meta-Analysis, The Relationship Between Employee Engagement, Customer Engagement, and Financial Performance. (Gallup 2004).
** Watson-Wyatt Worldwide. Effective Communication: A Leading Indicator of Financial Performance – 2005/2006 Communication ROI Study™.

One of the most challenging aspects of a manager’s job, the part that is most messy and unpredictable, is giving corrective feedback. Whether it’s delivering a less than stellar review, coaching a challenging employee, or laying someone off, for those of us who are wired to avoid conflict, this can be excruciating. We often walk away from these encounters feeling inadequate and ineffective. Some managers are born mentors, for the rest of us there are steps we can take to shift this from a dreaded management chore to a welcome opportunity to coach our employees toward greater success.

1. Reframe “Bad” News: When we are faced with telling someone they are not meeting our expectations, we think of it as “bad” news. The reality is that telling the truth to someone else is a show of respect, even if they don’t like what they are hearing. We all have blind spots and candid feedback is a gift in our power to give. Let the employee know that you are giving the feedback in the spirit of providing the information they need to be successful.

2. Come Out With It: No one likes to break unwelcome news to employees. If you have to do it, come right to the point rather than making small talk. Delivering feedback compassionately and directly is both professional and effective. Dancing around and stalling only aggravate the situation and make it more agonizing for the recipient. If the news is irreversible (such as when a person is being passed over for promotion), let the person know that the decision is irrevocable. Don’t waver or sugarcoat the situation.

3. Be Specific and Actionable: Without very specific feedback it becomes impossible for the employee to improve performance. Unclear, poorly communicated or poorly understood expectations yield murky results. Make sure the employee understands your feedback clearly and that the actions and behaviors you want to see, or not see again, are very clear to her. “You need to do better on your projects,” is not clear or actionable. “Your projects must be completed on time, on budget and approved by HR,” is unambiguous.

4. Listen and Coach: Let employees express their opinions, feelings and reactions to your feedback. This is a coaching opportunity. Remember, you’ve had time to think about what you want to say, they are just hearing it for the first time. Give them some time to digest the information and come back to you with an action plan. Ask them their perceived obstacles to meeting your expectations and brainstorm with them on ways to overcome challenges. Unless you are letting someone go, use this as an opportunity to strengthen your relationship and build trust.

5. Find Something to Prize: Feedback should put as much weight on what “is” working as on what is not. It’s important to acknowledge and reinforce the things that are meeting or exceeding your expectations. This not only gives the employee more information for how to succeed, it underscores the fact that he is capable of doing it in other areas. Coach employees on how they can transfer success in one aspect of the job to success in another. However, it’s important that what you praise is real and relevant and that you are sincere.

Although it may never be enjoyable to give employees corrective feedback, using the steps above to share honestly and with compassion will increase your confidence and effectiveness. If someone becomes emotional or angry, you can listen with empathy and offer to give them time to digest the information and talk about it at another time. Most employees, once they are past their initial reaction, will appreciate your candor and support.

About Deb Dominguez

As a professional coach, consultant, writer and workshop leader, Deb Dominguez, President and CEO of TrainManagers.com, is a catalyst for organizational excellence. Deb partnered with Kris Kiler to create TrainManagers.com, a management success training company that offers inspiring and high impact, off-the-shelf training programs for use by corporate trainers and management consultants. Deb’s background includes 20-years of experience as a successful corporate marketing executive for a Fortune 200 company. Deb holds a Master’s degree in Spiritual Psychology from the University of Santa Monica and a Bachelor’s degree in Marketing and Business Administration from San Diego State University.