talent management - creating a climate of achievement and retention
DESCRIPTION
Review Benchmark of Organizational Emotional Intelligence Survey (BOEI) Focus on the Future –The Vision Master Personal Change Role-play Limiting Thoughts & Behavior Change Skills LOVE ‘EM OR LOSE ‘EM: Retaining Talented EmployeesTRANSCRIPT
TALENT MANAGEMENT…CREATING A CLIMATE OF ACHIEVEMENT & RETENTION
Dr. Maynard BrusmanConsulting Psychologist & Executive CoachTrusted Advisor to Leadership TeamsWe help companies assess, select, coach, and retain emotionally intelligent leaders 2-13-2007 © Copyright 2007 Working Resources
Our Goals for Today
o Review Benchmark of Organizational Emotional Intelligence Survey (BOEI)
o Focus on RINA’S Future –The Visiono Master Personal Changeo Role-play Limiting Thoughts &
Behavior Change Skillso LOVE ‘EM OR LOSE ‘EM:
Retaining Talented Employees
What You Will Learn Today
o How You Contribute to the Organizational Climate
o Strategies to Change Core Beliefs and Interpersonal Behavior
o Increase the Performance and Retention of your People
o Create a Climate of Achievement & Retention
Win the War For Talent
o The most important resource over the next 20 years will be talent
o Companies must attract and retain energetic, motivated, technologically literate, globally astute, & learning agile people
o Talent has become more important than capital, strategy, or R&D
The War for Talent
o High cost of turnovero Shrinking labor poolo Competitive pressureo The business advantage of hiring
and retaining great people whose values and competencies match the company’s culture
Strategic Talent Management
o Selection, development, promotion, and retention of people executed in line with your organization’s current and future business goals
“Men judge more from appearances than reality. All men have eyes, but few have the gift of penetration. Everyone sees your exterior, but few can discern what you have in your heart”.Machiavelli, The Prince, 1532
HOW DO YOU MOTIVATE PEOPLE?
o Provide recognition of good performance any time it’s encountered
o Enable employees to find meaning in their work
o Create a compelling visiono Provide interesting worko Develop a collaborative and team-based
culture
GIVING FEEDBACK
o Learned and part of firm’s cultureo Everyone’s responsibilityo Balance positive and negative
feedbacko Focus on specific examples of
behavioro Timelyo Contracting
COACHING
o Providing and clarifying directiono Encouraging the development of
performance goalso Giving feedback and listeningo Motivatingo Removing barriers and providing
resources
RECEIVING FEEDBACK
o Welcome feedbacko Proactive in seeking feedbacko Be open to changeo Listen to feedback from everyoneo Multi-rater 360-degree feedback
Emotional Intelligence is the ability to…
o recognize our own feelings and those of others, motivate ourselves, and manage emotions well in ourselves and in our interpersonal relationships
RESEARCHo Up to 90% of the difference between
outstanding and average leaders is linked to emotional intelligence. EQ is twice as important as IQ and technical expertise combined, and is four times as important in overall success
o Research by the Center for Creative Leadership found the primary cause of derailment in executives involves deficits in emotional competence1. Change 2. Teamwork 3. Interpersonal Relations
WHY DEVELOP EMOTIONAL INTELIGENCE?
o More than 50% of employees lack the motivation to keep learning and improving
o Four in 10 people cannot work cooperatively
o 70% of all change initiatives fail because of people issues – inability to lead, lack of teamwork, unwillingness to take initiative, and inability to deal with change
Hay Group
EQ vs. IQ
o EQ is the ability to bring people together and motivate them
o EQ is the trust to build productive relationships
o EQ is the resilience to perform under pressure
o EQ is the courage to make decisionso EQ is the strength to persevere through
adversity
EQ vs. IQ
o EQ is the vision to create the futureo EQ is a skill. Skills can be learnedo Employees in an emotionally
intelligent company empowered to contribute fully
o Emotionally intelligent organization creates innovative products & services, and exceptional customer loyalty
Five Competencies of Emotional Intelligence at Work
o Self-Awareness-Ability to recognize and understand your moods, emotions, and drives, as well as their effect on others
o Self-Regulation-Ability to control impulses and moods
o Motivation-Passion to pursue goals with energy
o Empathy-Awareness of others’ feelings
o Social Skill-Proficiency in managing relationships
The Peter Principle and EQ
o People are frequently promoted to their level of incompetence
o Individuals are often promoted because of their technical expertise, when the needed skills are managing people
o The technical expert can become a poor boss
EQ OBSTACLES
o Fearo Avoid Conflict and Challengeo Negative Internal Dialogueo Unrealistic Expectationso Blaming Others
INTERPERSONAL SKILLS
o Focus on behavioro Build self-esteemo Solve problems collaborativelyo Listen activelyo Probe for understandingo Positively reinforce desired behaviors
BENCHMARK OF ORGANIZATIONAL EMOTIONAL
INTELLIGENCE (BOEI)
CLIMATE OF ACHIEVEMENT & RETENTION- THE VISION?
MASTERING PERSONAL CHANGE
Retention Survey…for Leaders
The Sweet Spot for AchievementGood Boss
o Great Listenero Encouragero Communicatoro Courageouso Sense of Humoro Empathetico Decisiveo Takes Responsibilityo Humbleo Shares Authority
The Sweet Spot for AchievementBad Boss
o Blank wallo Doubtero Secretiveo Intimidatingo Bad tempero Self-centeredo Indecisiveo Blameso Arroganto Mistrusts
LOVE ‘EM OR LOSE ‘EM: Retaining Talented Employees
o Retention Factorso www.gallup.com/poll/managing/mana
ging.asp
Retention Factors
o 1. I know what is expected of me at work
o 2. I have the materials and equipment I need to do my work right
o 3. At work, I have the opportunity to do what I do best everyday
o 4. In the last seven days, I have received recognition or praise for good work
Retention Factors
o 5. My supervisor or the person Ireport to seems to care about me as a person
o 6. There is someone at work who encourages my development
o 7. In the last six months, someone at work has talked with me about my progress
Retention Factors
o 8. At work, my opinions seem to count
o 9. The mission/purpose of my company makes me feel my job is important
o 10. My fellow employees are committed to doing quality work
Retention Factors
o 11. I have a best friend at worko 12. The last year , I have had
opportunities to learn and grow
Retaining and Coaching Top Talent
o Share a common visiono Provide meaningful worko Provide proper resourceso Get people involved in decision-makingo Provide support with managing changeo Coaching for career development
Employee Retention and Development Statistics
o Replacement costs for employees can be as much as 150% of the departing person’s salary
Feedforward Exercise
o The feedforward exerciseo Letting go of the pasto Listening to suggestions without
judgingo Learning as much as you cano Helping as much as you can o Learning points to help you be a great
coach
ACTION PLAN
o Identify 3 strengthso Identify 3 growth areaso Develop a plan to improve specific
skill
HOMEWORKFeedforward Contract
o Select One Strength and One Behavior for Development
o Feedforward Performance Feedback
Handout Resources
o Workshop Agendao Benchmark of Organizational
Emotional Intelligence (BOEI)o Managing Dynamic Change Articleo Love ‘Em Or Lose ‘Em Articleo Creating an Execution Culture Article
Handout Resources
o Retention Survey for Leaders…How to keep workers
o Exploring Current Culture and Vision for the Future
o The Four Questionso Feedforwardo Feedforward Contract
UNLEASHING OUR POTENTIAL
“Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that frightens us.”
Nelson Mandela
Dr. Maynard BrusmanConsulting Psychologist & Executive Coach
Working Resources P .O. Box 471525 San Francisco, California 94147 Tel: 415-546-1252E-mail: [email protected] Site: http://www.workingresources.comSubscribe to Working Resources Newsletter:http://www.workingresources.comVisit Maynard's Blog:http://www.workingresourcesblog.com