Career Development

Strategies for Successful Career Development

Career-Development

Talent management is that critical management skill that really defines an organization after all. But then, talent management does not happen in a vacuum. If the organization is to be successful at its talent acquisition and talent management endeavors, it must create the right career development ecosystem for it. Well thought out strategies should go into creating this ecosystem.

This career development ecosystem should be an integrated one, into which many elements need to go in. Once the top management devises the right method for putting this ecosystem in place; it helps the organization tap the strength of its resources in executing its business goals.

It happens only in a positive organizational culture

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The starting point of this strategy for building an integrated ecosystem for talent acquisition and retention is the creation of a sound organizational culture. It is this culture that creates the milieu for the ecosystem to be built and developed. This culture is a prerequisite for equipping employees with the tools they need for realizing their full potential with the organization. The basis to all this is active employee engagement, the absence of which neutralizes and negates everything that the integrated ecosystem can achieve.

What are the ways and approaches for building this integrated ecosystem in which organizations’ employees feel engaged and are aligned to the organizational culture and goals, and love to work for the organization? Connect with TrainHR for gaining more knowledge about Successful career development.

Successful career development has seven crucial elements

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Understand the strategies for creating an integrated ecosystem which facilitates the career development of the employees. Producing a highly engaged and motivated workforce whose talent the organization utilizes to its fullest, and retaining this workforce is the result this ecosystem should yield. The creation of such as career development strategy has as many as seven core elements.

This integrated ecosystem is set in the background of the present-day trend in the job market, in which keeping in mind the difficulty in finding and retaining talent, organizations are building backup bench strength to prepare for talent departure that happens at short notice. Such exits are more common, given the hurry in which fresh blood is eager to seek out opportunities.

Through these seven elements, learn the ways by which to attract, nurture and retain top talent in the organization:

  • The components of a Career Development Ecosystem
  • How to create a shared understanding of career development in your organization
  • How to get managers to support career development, have career conversations, and develop people on the job
  • How to motivate managers to become talent developers vs. talent hoarders
  • How to encourage employees to take ownership for their own career development
  • How to use career development as part of a powerful employment brand to attract the best talent
  • Recommendations for job-related online career assessments
  • Content to include in a self-service career development portal
  • Specific career development approaches for Gen Y employees, including tools to level set promotion expectations
  • Enterprise-wide software that can be utilized for talent visibility throughout the organization
  • The role of external and internal career coaches
  • Financial outcomes with case studies from implementing effective career development programs.

Struggling with Career Development? connect with TrainHR for better career development tips

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Putting a Performance Appraisal Toolbox in Place Helps

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A performance appraisal toolbox is an objective checklist of the ingredients that go into an appraisal. Managers have to learn what to put into this toolbox.

An appraisal is a headache for any manager. Yet, despite its being a delicate task; no manager can escape from it. Appraisals could make or mar employees’ careers. From an employee’s perspective, getting a raise that is not proportionate to her work done during the year is a bad appraisal. From the organization’s standpoint, a bad appraisal is one that rewards employees that the management thinks are poor performers. So, how does the manager draw the line? The solution is the performance appraisal toolbox.

What is a Performance Appraisal Toolbox?

In simple terms, a performance appraisal toolbox is a set of parameters that managers use to measure performance from their subordinates. They use these parameters to continually assess employees from time to time and compile to arrive at one final figure at the time of the employee’s appraisal.

A performance appraisal toolbox is a good way to arrive at a fair evaluation after measuring traits like attitude, behavior and effort for accomplishing tasks. It eliminates the aspect of impetuosity in decision-making, since it is carried out over a period of time.

Components of a Performance Appraisal Toolbox

  • Managers need to be equipped with the skills to plan, write, and execute a performance appraisal document
  • Managers have to set realistic goals for their employees and measure performance in relation to these
  • In evaluating, managers have to ensure legal compliance and help employees set performance goals
  • Appraisals have to be give-and-take discussions rather than being one-sided
  • A performance appraisal toolbox should help deal with negative behavior from the employee
  • The toolbox should enable employees to assess their own performance, set goals, and develop new skills, knowledge and competencies

Ways to Prepare a Performance Appraisal Toolbox

Ideally, a performance appraisal toolbox should be prepared by the manager keeping these items in mind:

performanceAppraisalToolbox

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Employee Performance Documentation is a vital cog in the wheel

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Employee performance documentation, when done appropriately, is a key tool that facilitates HR in taking important employee-oriented decisions.

Employee performance documentation is an important tool that management uses to help employees improve their performance:

  • It defines the job and expected results
  • Helps zero in on the ideal processes needed for accomplishing results
  • Sets out performance-related goals and objectives
  • Recognizes what skills and talent from which employee needs to be developed
  • Helps to put a proper rewards and recognition program in place

A valuable tool for appraisals

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Documenting employees’ performance and behavior on a regular basis helps management and HR build up a solid, legally sound record of the employee’s performance. This can be a powerful tool for appraisals.

Solid safeguard against potential employee retaliation

In addition to helping organizations reward good performers and track the bad apples in the lot; employee performance documentation can also be used as a strong weapon if an employee litigates against the organization. This is because properly done performance documentation can help establish that actions from the employer were based on performance alone, and not based on prejudices relating to gender, race, color or any other.

Example of a template for employee performance documentation

  • Employee Name: _____________________
  • Title: __________
  • This conversation is intended to be:
  • During 90-day Probation; ______
  • Recognition
  • Coaching & Counseling
  • Formal Level of Discipline: (Verbal Warning, Written Warning, Objective Met, Suspension, Terminations, etc.) or other
  • Describe:_______________________________________________________________________________
    NOTE: If you checked during 90-day Probation, you must also check Positive Contact, Recognition or Coaching and Counseling.
  • (A)Facts:Be specific and focus on behavior. Provide date, time, what you observed, etc.______________________
  • (B)Objectives:Can you use the job description to set specific, realistic, and measurable expectations?_____________________________________________________________________________________
  • (C)Solutions:What solutions will you and/or the employee take to meet the objectives?_____________________________________________________________________________________
  • (D)Actions:Specify timeline, next meeting date, and what actions could be taken if the employee does not meet the objectives. _____________________________________________________________________________________
  • Prepared by: __________________________/_____________________
  • Printed Name
    Signature
    Title
    Employee: Signature
    Date

The following points are thus important for preparing employee performance documentation:Facts of the performance documentation;

  • Objectives of the employee performance documentation.
  • Solutions suggested;
  • Actions to be taken.

Elements of a good employee performance documentation system

  • Make notes as soon as the need for it arises and file it with the requisite person, especially HR;
  • Never postpone documentation, because as time passes, its purpose or intensity may dilute;
  • Never forget to mention date and time and sign, because not doing it will have the same effect as in the point mentioned above;
  • Make employee performance documentation notes in a number of mediums such as notes, discussions with concerned managers or employees, email, PDA’s, and so on.

To conclude, there HR needs to be aware of a few nuances in documenting employee performance and has to cascade these down to key decision makers. An interesting, interactive learning session (link to webinar here) can help them implement this.

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Retaining Key Employees is Very Critical for Organizations

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The driving force of all organizations is talent. The employee with talent is the organization’s key resource. This being the case, it is incumbent on the organization to do its best to retain such a resource. Retaining key employees is critical for organizations because the loss of good employees hurts it in many ways.

  • It deprives the organization of the vital contributions from a talented employee;
  • This reflects poorly on the management’s image with clients it does business with;
  • It gives the competition that hires such an employee the edge.

    Ways by which Employers can Retain Key Employees

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Performance Management is Vital to Getting the Best out of Employees

 

Hand writing Performance Management, business concept

Performance management is a well-thought out, comprehensive program that assesses employee performance in relation to the organization’s business goals and objectives. Also included in it is the aspect of the cultural fit.

When does performance management begin and end?

HR should start the process of performance management from the time the employee is onboarded. This being the case, it logically follows that it goes on till the time the employee leaves the organization. Being a holistic program, it has both strategic and tactical value to the organization, because it helps management to get a good idea of how employees are performing from time to time and how this performance is impacting the organization.

Performance management should thus be:

  • Inclusive of employee induction, training and growth
  • Well-written to do justice to describe employee achievements in relation to the job requirement
  • Effectively supervised;
  • Able to foster a congenial work atmosphere that employees like

Objectives of a good Performance Management System

performanceManagement

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Talent Management is the Key to Organizational Success

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No resource is of greater importance to an organization than its people. An organization that has a talented employee and knows how to use it for its good and the talented employee’s is a winner.

Talent management. That quintessential, most valuable element of an organization’s strength is sometimes overlooked. This is because organizations sometimes become too busy to identify and nurture the talent it has on hand. Many organizations make the mistake of scouting for a commodity that they have in their own midst without realizing it. They end up paying a steep price.

But first, what is talent management? Talent management may be described as the ability of an organization to spot and develop special abilities in its employees.

Processes Involved in Talent Management

Talent management is a clearly defined process:

  • Recruiting talent by using various yardsticks
  • Understanding why talent is required for a set task or requirement
  • Identification of talent by assessing the employee in relation to metrics-based performance of specific tasks and completion of goals
  • Communicating the purpose of talent-finding to the employees
  • Training and coaching to exploit this talent and bring this in line with the organizational goals
  • Constantly monitoring how talent management is faring in relation to the desired results sought
  • Rewarding good performance that is got out of talent management.

Elements of Talent Management

Although by nature talent management is never fixed and keeps changing and evolving in relation to circumstances; a few tools can be used for assessing its effectiveness:

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The Balanced Scorecard is a Good Tool for Optimizing Organizational Performance

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The Balanced Scorecard (BSC) can be a good metric to have in an organization. It is not really a new concept, as it has been in use for about a quarter of a century, when the Harvard Business Review published a paper on this topic from Robert S. Kaplan and David P. Norton. Initially developed by these two; the BSC was hailed for introducing the human element in conjunction with the financial aspects of the organization, calling for alignment between the two disciplines. This fusion was considered a pathbreaker at the time of its introduction.

By the mid-1990’s, its initial small flaws had been polished, with the result that from then on, the Balanced Scorecard has been adapted by many organizations around the world. Hailed as one of the most significant management ideas of the past 75 years; the Balanced Scorecard differs from other management principles and tools in a qualitative manner. As time passed, with the advent of newer technologies and more management techniques; the Balanced Scorecard evolved, too, and integrated more functions other than Finance, giving rise to variations such as the following among others:

  • Performance prism
  • Results-based management
  • Third-generation balanced scorecard

The core value a present-day Balanced Scorecard serves can be summarized in the ways in which it helps in the following:

  • Communicating what the organization is trying to accomplish
  • Aligning employees’ day-to-day work to the organizational strategy
  • Prioritizing and harmonizing the organization’s products and services and its projects
  • Quantifying and monitoring the path to strategic targets

Putting all factors into place

The Balanced Scorecard is a very powerful tool in coordinating and gelling together crucial parameters of the organization, such as mission and vision, aims and objectives, focus and strategy, goals and results, and initiatives and measures.

Given the comprehensives and the effectiveness of the approach the Balanced Scorecard tool takes; it is no surprise that according to a study by Gartner, around half of all American fortune 1000 companies and around two fifths of all European fortune 1000 are using the balanced scoresheet. Its prominence has been rising in parts of Asia and Africa.

Widespread scope for implementation

Yet, the problem is, at the global level, far too many organizations are yet to adapt the Balanced Scorecard. This means that the potential for the adaption of this tool is vast. The ways of how to do it for raising the organization’s rate of success will be explained at a highly entertaining webinar from TrainHR, a leading provider of professional trainings for the human resources industry.

At this session, the speaker is Grant Schneider, who is president and founder of Performance Development Strategies, which helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy.

Want to explore the ways of adapting this powerful tool to boost the overall performance in your organization and derive the benefit of Grant’s experience and learning? Then, please register for this webinar by visiting TrainHR   Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program. This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

All that needs to go into creating a Balanced Scorecard

At this webinar session, Grant will help participants get an understanding of how to construct a Balanced Scorecard. He will show which inputs and variables need to be factored in and how to survey the key deliverables for success, how to measure them, how to set standards, and how to assign values to each, all of which constitute the heart of a Balanced Scorecard.

Apart from these, Grant will also explain how to use the balanced scorecard as a basis for a bonus system for managers and executives. To illustrate this, he will show an actual example from the restaurant/hospitality industry for creating a Balanced Scorecard.

Building a thoroughly designed Balanced Scorecard helps an organization achieve balanced results. It will prevent improper and incomplete utilization of human capital within the organization that happens when employees focus on one task or objective at the expense of another, often equally important or impactful one. For example, extreme focus on achieving sales should not come at the expense of customer satisfaction. Many such examples and instances can be avoided using the Balanced Scorecard.

During the course of this webinar, which HR professionals such as CEO, Senior Vice President, Vice President, Executive Director, Managing Director, Regional Vice- President, Area Supervisor and Managers will find highly useful; the speaker will cover the following areas:

  • The Purpose of the Balanced Scorecard
  • Background of the Balanced Scorecard
  • Selecting the entity to use for the Scorecard
  • Reviewing and Summarizing the Measurable Things
  • Assigning Weights and Values
  • Creating the Dashboard
  • An example used by the Restaurant Hospitality Industry
  • Using the Balanced Scorecard to Bonus and Compensation.