The Who
Do you have the best people doing what their best at?
How effective are your "people" decisions?
Making the right decisions regarding the WHO in your organizations involves two often poorly done but common sense activities
- Choosing the right people for the right position/role.
- Ensuring that each person's competencies, skills and attitudes are a fit for high performance for their role in the organization.
Increasingly, these initiatives are labeled, Talent Management. Although some of the academic descriptions of this common sense and necessary activity in any organization are over the top, it is undoubtedly a critical and necessary task for any successful leader. When you see an organization struggling with decline or mediocrity, it is also nearly always not present in any effective way. In these cases, the leader not only ignores a basic responsibility but creates incredible waste and a whole host of problems that they need to address daily normally with quick fixes and stop-gap measures. How do you address the WHO (Talent Management) in your organization?
AGILEdge recommendation 1: Use a proven assessment tool to thoroughly understand your candidates and employees' capabilities, natural tendencies, fit and potential.
In working with dozens of companies implementing, what we've found to be the most powerful assessment tool available, we've seen the power of this tool to greatly improve people (WHO?) decisions and to avoid costly problems. As a key tool in an effective selection process, the Harrison Assessment can make a dramatic improvement in your WHO (people) performance.
Contact us to have us prove how the Harrison Assessment can dramatically improve your WHO performance.
AGILEdge recommendation 2: Develop and implement a plan to keep your people's skills at a level where they can perform their jobs and their key roles in your organization at a high level.
One of the most powerful ways to improve performance of is to simultaneously develop the capabilities of your people and processes. Accomplishing this often involves knowledge or capabilities development along the lines of training, but we find more often, it's also on the job "helps", coaching, self-development programs mini-projects - all, if done right, investments that cause the highest potential returns.
The most important area of people development is for those with leadership and management responsibilities. Consider a recent Saratoga Institute study found that at least 50% of employee job satisfaction is determined by the relationship a worker has with his/her boss.
Consider a prominent study which recently reported, "After 20 years of research and 60,000 exit interviews, 80% of all employee turnover can be related to unsatisfactory relationships with the boss." People don't leave their company, they quit their supervisor or manager. "
The Gallup Organization, in a long-term study of over a million employees in a broad range of companies, industries and countries, concluded that the length of an employees stay with their organization and how productive they are while they are there, is determined by their relationship with their immediate supervisor.
Many ignore the need to develop and reinforce key skills or they believe that because someone went to some event or seminar that the information conveyed somehow got translated first into knowledge and then into lasting capabilities and action. This rarely happens as several studies have shown and as most people's experience indicates. Instead, there are a number of critical success factors that need to be followed because of the nature of human nature. A big reason for these is the need for repetition and practice to impact habitual behavior.
We believe there are 8 components of a successful people performance development program.
- An understanding of the roles and responsibilities within your organization including their skill, competency and suitability issues now and in the future.
- An accurate assessment of the gap between the above and reality.
- The ability to quickly create on demand "modules" to support the development and reinforcement of key skills (web pages, audio-visual and/or audio as appropriate).
- The ability to access On-demand modules as needed and the ability to measure success and participation
- Live facilitation of key interpersonal and personal skill capabilities with the emphasis on practice and implementation.
- The creation of communities(in smaller organizations partners…) of excellence using simple online tools (blogs, wikis, forums…) to facilitate especially the share of best practices.
- An ongoing and systematic program
- A culture that Celebrates/awards/rewards success on a frequent basis
Technology is another variable that should radically change how orgnaizations can most effectively insure high performance in all their people. Contact us to discuss how a RIAS(Realized Information to Action System) can be set up in your organization.
