Talent GPS: A Manager's Guide to Navigating the Employee Development Journey - Softcover

Russell, .; Baker, .; Helt, .

Softcover

ISBN 10: 1524686409 ISBN 13: 9781524686406

Verlag: AuthorHouse, 2017

Inhaltsangabe

As a manager, you have many responsibilities. Keeping track of your employees' careers can be a burden. Your top employees are your pathway to growth and profit. They have many jobs, so treating them as valued partners is critical. You are responsible for helping them find their career path. Developing your talent is a profit-defining process.

This book contains a simple, quick process for developing the talent working for you. You'll discover the secret to staff engagement, how to partner with staff, and how to collaborate on career journeys. You will learn how to adapt career-management strategies to your millennials through baby boomers while helping them create personal career maps. There's more to talent development than the obligatory end-of-year performance review. With stronger staff, you will be able to spend less time rehiring and more time hitting your organizational goals.

Über diesen Titel

Über die Autorin bzw. den Autor

Ana Russell grew up in Bogotá, Colombia. Her family moved to the United States when she was a teen. After obtaining her bachelor's in chemical engineering from the University of Oklahoma, she relocated to Austin, Texas. She works in a Tech company while also taking care of her two wonderful boys. Two Boys on a Sailboat was inspired by the questions her older son would ask her, as they did their day-to-day activities. When they were swinging in the park, the swings were not just swings, but airplanes, and their blocks were not mere toys, but bricks to build a whole city. It made her think how lucky she was to be able to be invited into their imagination. She wanted to share their world with the world, while also sharing a piece of her culture which she tries hard to keep alive.

Auszug. © Genehmigter Nachdruck. Alle Rechte vorbehalten.

Talent GPS

A Manager's Guide to Navigating the Employee Development Journey

By Lou Russell

AuthorHouse

Copyright © 2017 Russell; Baker; Helt
All rights reserved.

ISBN: 978-1-5246-8640-6

Contents

Preface, vii, 
Chapter 1: Calculating Best Route: Building A Process to Improve Engagement and Impact through the Employee Life Cycle, 1, 
Chapter 2: Hiring with Intention: Right Person, Right Place, Right Way, 11, 
Chapter 3: Onboarding: Crafting Your New Employee's Experience, 28, 
Chapter 4: Career Maps: The Cornerstones are Key Accountabilities, Self-Awareness, and Re-calculating, 40, 
Chapter 5: Promotion: Just Like Starting Over, 51, 
Chapter 6: Succession Plan: Building Your Own Replacement Without Blowing Up Your Team, 64, 
Chapter 7: It's In Every One of Us - From Where They Are to Where They Can Go, 77, 
Appendix A: Talent Hacks, 89, 
Appendix B: Diagnostic Assessments, 91, 
Appendix C: PM Templates, 111, 
Appendix D: Talent GPS Templates and Worksheets, 119, 
Appendix E: Legal Resources, 139, 
Appendix F: Online Resources, 141, 

CHAPTER 1

Calculating Best Route: Building A Process to Improve Engagement and Impact through the Employee Life Cycle

"If you expect an employee to be loyal and stay with you, you've got to give them something worth sticking around for." –Brittney Helt

"The median number of years that wage and salary workers had been with their current employer was 4.2 years in January 2016, down from 4.6 years in January 2014, the U.S. Bureau of Labor Statistics reported today." – www.tenure.pdf, Bureau of Labor Statistics U.S. Department of Labor.

The business world isn't what it used to be. Gone are the days when the majority of people were hired for a specific job, clocked in at 9am and clocked out at 5pm. Gone are the days when it's expected that someone will stay in one job for the majority of their adult life. Gone are the days when a manager could assume that once a hire was made, the job would be filled for the next 15 years.

It's not an easy market. Today, the good candidates already have a solid position. The great candidates are sought after and courted by several organizations. It's expected that professionals will hold a role for a few years, not a few decades. The current job market is a jungle and recruiters and managers are constantly battling to attract and retain the best employees possible. The million-dollar question is, "How do you retain the best?" There's no magic wand — sorry. But there is hope.

Navigating Careers

A young college graduate entered the workforce a month after the recession hit in 2008. Her degree was basically a formality — unrelated to any industry in which she planned to job-hunt. Like many people in that moment this young lady, who we'll call Beth, found herself without a purpose, without a plan, and without a job. Thanks to the tough economic climate at that time, though, she also found herself, like many Millennials, open to new possibilities.

Beth was introduced to a company that was on the brink of a rebuild. Their CEO was looking to grow the organization after a rough few years and was searching for a project manager with many of the strengths Beth brought to the table. Looking at the job market, Beth thought "What the heck!" and jumped into the world of learning and development. This was a long way from her degree in telecommunications, and a subject she knew nothing about, but Beth was lucky enough to have a mentor willing to invest in her growth.

Beth settled into her role as project manager and grew to love the industry. After a few years as a project manager, she was given the opportunity to learn more about the organization from the business development side of things. A few years after that, she was challenged to take more opportunities in front of customers and clients. After seven years in the field, she's totally immersed in every aspect of the business and completely engaged in the industry.

Seven years. And let's not forget — she's a Millennial. A recent statistic showed that the average tenure of a Millennial in a specific work role is two years, and Millennials consider themselves loyal after giving an organization seven months of time. So, what is it that's made Beth such an outlier?

• Impact. Since beginning work with her organization, she's been shown exactly how her role contributes to the overall success of the organization. She knows that what she does has an impact, and that gives her purpose.

• Communication. Expectations have been openly and honestly communicated to Beth. When she finds herself in doubt or rethinking her path, there's trust built into her relationships that allows her to openly discuss next steps and any potential problems or issues coming down the path.

• Feedback. Feedback is given often and in both directions. Very early in her career Beth was given a voice and encouraged to give open and honest feedback. That's very empowering and very effective.

• Investment. The owner, the employees, the facilitators, and the industry all invest and highly value their people. Each team member knows without a doubt that they're uniquely important to the organization. Beth knows the more she invests in herself and the success of the organization, the better the company functions. Among other things, that gives her a sense of pride and belonging. Beth is excited to see where the company goes next and is happy to think of the personal impact she'll have over the next five to ten years.

Goals of the Chapter

In this chapter, you'll be challenged to start thinking about the process you use with your employees from hire to retire, which includes:

• Establishing a reality for the current work world, your team, and your current organization

• Creating a communication plan that will encourage engagement throughout the entire career lifecycle of each person who reports to you.

• Outlining a flexible process that will live and evolve through the entire career cycle of your employees

• Choosing tools and guidelines to help you move your employees through the process, decreasing bias, and increasing communication and engagement with your employee

In the following chapters, you'll learn that many managers and supervisors are struggling to map a route for their employees that works well from the time they've hired the right person until that person retires. Two common challenges arise:

1. Engagement: employees feel good about their role and therefore give to it all their effort and attention during most of the time they're "working."

2. Talent: employees meet the competencies and roles required of the job as well as the cultural fit of the organization. Roles are changing and so are candidates — it's hard to find a good fit.

In many cases these two things are discussed separately. If that's you, stop immediately. Think about it: if an organization can find the right fit for the right role, engagement will increase. Keeping your employees happy, growing, and engaged increases the likelihood they won't get bored and they'll continue to grow and build their roles within your organization. The key is keeping both engagement and talent in mind in each decision during the lifecycle of a person's career by creating a simple, clear, and cohesive process. Both challenges we've discussed can be met by strategically...

Details zur Ausgabe

• Verlag: AuthorHouse
• Erscheinungsdatum: 2017
• Sprache: Englisch
• ISBN 10: 1524686409
• ISBN 13: 9781524686406
• Einband: Taschenbuch
• Anzahl der Seiten: 160
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: KreGa Onlinehandel GmbH; 4950000000000; info@krega-onlinehandel.de; ; Birkenweg 31; Brakel; 33034; Deutschland