by thepeopleplan | Mar 30, 2013 | job fit, performance
The Corporate Executive Board Company (CEB) analyzed performance based on information from more than 20,000 managers and their employees (40 organizations across the globe).
They found 10 competencies differentiated and identified “high performers” able to succeed in our volatile, changing “new work environment.”
These competencies can be categorized into three key areas – adapting to change, working collaboratively, and applying judgment:
Adapt to Change
• Organizational awareness
•Self-awareness
•Proactivity
•Learning agility
Work Collaboratively
•Teamwork
•Influence
•Technical expertise
Apply Judgment
• Prioritization
•Problem solving
•Decision making
According to their research, these competencies are found in about 5% of the working population. They also suggest that “The competencies essential to strong performance in the new work environment are best developed through on-the-job experience with a single company over time.”
What can your small or mid-sized organization due to develop at least part of your staff into high performers by focusing on these skill sets?
Read the full report at:
Identifying and Enabling the New High Performer
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by thepeopleplan | Feb 8, 2013 | action plans, job fit
I have the spent the past few weeks having conversations with senior managers in a variety of small and mid-sized organizations, ranging in size from one with 7 employees to one with over 700.
These conversations focus on how we can work together to assist their people to help these organizations achieve 2013 goals, but often the conversation turns to how to develop the staff they have.
These managers like their staff and want to see them grow and contribute more, as well as be more connected to the organization and more fulfilled in their work. They want to retain these team members and to provide meaningful rewards.
Many managers and organizations seem to be challenged by the prospect of how to develop employees, such identifying what skills are needed and how to accomplish this when there is “no time for training.”
A recent book (Help Them Grow or Watch Them Go, Beverly Kaye and Julie Winkle Giulioni) may provide some answers, and challenges some of the myths that prevent smaller employers from focusing development efforts on their team (if they grow they will leave us, the employee is responsible for her own career, it’s about the money, development plans are for the Fortune 500 or just senior managers).
According to Kaye and Giulioni, “Career development is as important as it’s ever been (maybe more). In today’s business environment, talent is the major differentiator. And developing that talent is one of the most significant drivers of employee engagement, which in turn is the key to the business outcomes you seek: revenue, profitability, innovation, productivity, customer loyalty, quality, and cycle time reduction.”
One insight is that employee development can be accomplished with informal, brief, focused “10-minute conversations” that uncover an employee’s aspirations and goals and matches to learning opportunities.
-Diana Southall
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by thepeopleplan | Sep 21, 2012 | culture, job fit, performance
Supervisors—you can’t fire yours, but you certainly can leave them…
The topic of the supervisor- employee relationship has been researched and written about since “industrial psychology” started as a field. A recent book title summarize the importance of this dynamic in retaining and engaging employees, “People Leave Managers, Not Organizations.”
How many times did you come home from work and shared your frustration with your manager to friends or family? If this continued, was this a factor in a new job search?
Okay, you say, good supervisors are important, but what is the real impact of a great one? Perhaps you have a few good ones, and few okay ones and only one that is really struggling to connect with her staff and/or achieve important results.
Consider these findings from Zenger Folkman group (see charts below):
- The best leaders had more than twice as many committed and engaged employees
- The worst leaders had more than four times as many employes thinking about quitting
- The best leader’s team had almost twice the customer satisfaction levels
- The best leader’s team in a sales study had almost 10 times (!) the sales compared to the worst leader’s team and about 50% more than the average leader’s team
What makes supervisors “multipliers” or “diminishers”—read Zenger Folkman article that lists the key “fatal flaws” of managers
Image courtesy of Stuart Miles at FreeDigitalPhotos.net
by thepeopleplan | Aug 7, 2012 | action plans, culture, performance
You have rewarded your best supervisor with a promotion to manager.
She is the one person you could rely on to put out the fire, lead the charge on an install, and to get stuff done. Now you granted her the authority to lead the team and changed her role so now she has the time to “be a manager.”
But for some reason, she is not transforming the department as you expected.
You ask yourself, why does she:
- Continue to react to problems instead of implementing process improvement
- Work at the level of tactics and today’s work instead of thinking more strategically
- Struggle with holding team members accountable
- Spend more time than you expect in the field/ warehouse/ or “wandering around”
- Fail to implement those projects that have been on your wish list for months or years
Your star supervisor may have the competencies to be a manager, or may need business systems and coaching to develop these skill sets.
Here is a short list of common competencies that both supervisors and managers should have:
- Decisive Judgment
- Planning and Organizing
- Driving for Results
- Managing Others
- Coaching and Developing Others
Supervisors and managers also approach their work at different levels knowledge, methods, time horizon and involvement with process:
| Area |
Supervisor
|
Manager
|
| Change |
Adapting to Change
|
Championing Change
|
| Methods |
Motivating Others
|
Relationship Management
|
| Knowledge |
Functional or Technical Acumen
|
Business Acumen
|
| Time Frame |
3-12 months
|
1-2 years (general managers 2-5 years)
|
| Systems/ process |
Follow and support systems
|
Create, monitor, improve systems
|
If this situation sounds familiar, take a moment and rate your manager on the level of competence for each of these skills to answer the question “is she a supervisor or a manager?” Her development plan would then be designed to improve in these key areas.
Image courtesy of Master isolated images at FreeDigitalPhotos.net
