As a chief performance officer, my job is to transform my company’s human capital into financial capital. I need to get employees to act on what they hear and learn during company educational programs. We do some great work supporting employees, helping them build emotional and personal connections to the workplace. But even still, one of my great frustrations is that sometimes people respond, and sometimes they just don’t.
M&M’s, those delicious little candies with a mix of colors on the outside and great filling on the inside. Yum. Who would have thought they would provide a great lesson about hiring and developing employees?
Evidence shows that, when it comes to retaining Gen Y, it’s not all down to dollars and cents. Training, a collaborative work environment and a sense of shared purpose can all motivate younger workers to stay put, not just a healthy pay check.
Face it, what we need most from our employees is for them to think through each of the situations they encounter in their days to create the best, most efficient and most profitable response in the moment. However, I find many employees don’t know now to approach their work in a way that encourages their success – to identify and play to their success, and to develop a response to correct any shortfalls. So I thought I would offer some advice through a story about my big Italian family.
Last week, I renewed my annual membership to the American Society of Training and Development (ASTD) and got to thinking why I joined in the first place, and why I continue to participate.
At a time where most organizations have employees doing more with less, employees’ days are already filled. Though busy employees may handle today’s responsibilities, unless they are constantly learning and growing, they won’t be ready to handle a constantly changing workplace and changing performance demands.
By definition, a seminar, unlike the traditional lecture, is small enough to allow all participants to actively engage. But the digital-age child of the traditional conference table seminar, the webinar, hasn’t always retained the interactivity of the bricks and mortar seminar.
Headline news scandals that include preventable employee behavior — case in point, News Corporation — are always helpful for justifying training budgets. Even if your work is far from the publishing industry, hedge fund or media arena, the very public closing of a business unit certainly supports the case for skill and knowledge reinforcement on ethics. This is one of those topics where sending out a policy may satisfy some internal, or external, compliance requirement but is unlikely to fill a training need.
You want your company to stay innovative and attract the next generation of customers, so you’re pretty keen to hire the best and brightest 20-somethings. If you’re firm is located in SoHo or San Francisco that shouldn’t be much trouble – the streets are filled with work-hungry members of so-called Generation Y. But what if you’re in a less hip location outside of the city center? Are you efforts doomed?
Last week I had the great pleasure of hearing Ram Charan speak at the Bay Area Executive Development Network meeting. The theme of Charan's talk was how the Chief Human Resource Officer (CHRO) can add value and build a people engine that will help the business achieve its objectives.