Talent LifeCycle Coaching

Facilitating Success in the Workplace

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How managers can help employees recognize and overcome conflict-based performance issues

When there is conflict among teams in the workplace, performance suffers.  Managers can be the first-responders during these times and work with employees as facilitators in order to identify and work through the conflict at hand.  Advantages of choosing mediation over litigation, according to SHRM , include saving time and money, being able to customize a resolution, and preserving confidentiality. Continue reading

What Happened to the Candidate I Thought I Hired?

In the busy, fast-paced world of work, we’re regularly faced with important decisions that need to be made very quickly. We often find ourselves questioning whether we have enough information to act, and sometimes wondering if the information we have is what we need to inform our choices. One area where making the right choice is critical is when we are hiring new employees.  Who among us has not experienced the sinking feeling that follows the realization that a person we worked so carefully to select is not the fit for the job or the organization we thought he, or she would be. After verifying experience and education, checking references and reviewing the oh-so revealing social media platforms, the deal breaking idiosyncrasies didn’t begin to show up until after the first payroll direct deposit – oye!

None of us has a crystal ball. We can never learn everything there is to know about a candidate or a person during the time that even the lengthiest recruiting process may take. But there are tools available to help hiring managers conduct more relevant interviews, onboard new employees more effectively and maximize the return on investment (ROI) in human capital. Incorporating the use of a selection assessment as one component of a comprehensive recruiting process can make a huge difference. The use of psychometrics can help us to learn more about how a candidate may respond to particular circumstances and provide a clearer picture of the total person. The science behind an assessment also positions us to make a more objective evaluation of the factors that need to be taken into consideration before extending an offer for employment.

The selection assessment we use with clients to help them learn as much about potential candidates as possible is the PXT, and now the new PXT Select™. Powered by the latest advancements in assessment technology, combined with more than 20 years of research, the PXT Select and its intuitive suite of reports helps fill the gap between the resume and the interview. It provides actionable objective data about candidates in a simple to understand format that can help hiring managers conduct more effective interviews and make more informed decisions. When a candidate becomes an employee, managers have access to coaching reports and other data to effectively develop and train the new employee and position him or her for individual success, and add value as quickly as possible, for as long as possible.

An assessment should never account for more than one-third of a hiring decision. Even when assessment results are not as favorable as a hiring manager would like, it does not mean that a candidate should not be selected. It does, however, provide the hiring manager with valuable information for consideration for training and development to be contrasted with other hiring criteria.

Few things can be as costly for an organization as the direct and indirect cost of employee turnover, and with having an employee who is not a good fit based on the company’s culture. The effective use of a selection assessment program can go a long way in regulating human capital expenses throughout the employee lifecycle by helping managers hire right the first time.

Our guest blogger today, Brenda Harrington, will be featured on our next HR30 Webinar where she will share examples of how she uses the PXT Select™ assessment with clients to help them conduct effective behavioral interviews and ask relevant probing questions when hiring. Click here for more info.

Brenda is the President of Adaptive Leadership Strategies, LLC. She can be reached by email at bharrington@adaptiveleadershipstrategies.com, or by telephone at 1 703 723 6509. To learn more about the PXT Select™ and access sample reports, visit https://www.pxtselect.com/AdaptiveLeadershipStrategiesLLC

How are Millennials a Diversity and Inclusion Opportunity?

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Every generation has its own mojo, which is comprised of those attributes that make it identifiable to the era in which they will work and participate in society.  Professionally each group brings a certain set of awareness and competencies reflective of their time period in the culture. While noisy and sometimes derogatory commentary is common at the tipping point of new generational arrivals in the workplace, Millennials have some fairly divergent aspects that have gotten a lot of press. It will be interesting to see what we will find to complain about the emerging Z-generation with their measured interest, as reported in SHRM Magazine (February 2017), in entrepreneurship and views on diversity and inclusion. Quick tip: half of them will want plenty of face time with you. Smile.

My proposal is that the time has come to move away from glib chatter and harness what we are learning about Millennials through the lens of our own professional self-interest. The self-interest I refer to relates to some unprecedented conditions with which we are ALL dealing in the modern workplace. Most of us reading this item are either feverishly working toward solutions, fumbling along on a need-to-respond basis or even in denial with regard to the enormous set of challenges before us. Only one of those challenges is the multi-generational issue triggered by the wholesale arrival of Millennials.

Not only do we have the multi-generational story, we also, per Gallup, PwC, Deloitte, and other trusted sources, have a fairly intractable engagement problem. To round those out, the Society for Human Resource Management (SHRM) across many of their articles in the last couple of years advises us, when considered together, we now expect managers to be adept coaches for teams increasingly made up of remote workers, performing during flexible work hours, and contract employees around the globe in varying cultural conditions. We expect those managers to be skilled at helping their employees grow their internal and after-company careers and foster a meaningful collaborative environment. Have our prior generational performers on average been asked to do this all at once?

For the above juggernaut, here is what I think may be a way for all of us to benefit from what we know about Millennials, their workplace requirements, and the overall picture painted in the paragraphs above. The opportunistic solution has the added benefit of becoming somewhat of a Community of Practice (CoP) model already in place for when those newly minted Gen-Z-ers hit your companies too. Some of them are already twenty years old.

Given that many of you have already hosted presentations on what comprises the attributes of your multi-generational workforce let us activate the necessary themes of diversity and inclusion to benefit ALL of us. We have the good fortune that research has already identified what we must do to attract, grow and retain talented high performers among the Millennial crowd who will make up 80% of the workforce in 2020.

For your management teams, in particular, the solutions include:

Going beyond reporting facts. Decide to learn about and then teach awareness about how each generation approaches the workplace. Then coach all your team members to approach this rich generational experience for excellent professional results. Millennials have a need to incorporate collaboration and community into their working lives. This approach is a perfect pairing.

Going beyond value statements by making use of mindset. Learn about how to help your millennial and other employees develop a mindset that encourages them to cultivate meaning, belonging, and a sense of connection at work. This will result in  growing and sustaining employment engagement and performance. Millennial research suggests that they want to feel that their valuable work hours are part of something beneficial to their lives beyond money. Think about then connect the dots for them to the bigger picture and their place in it. Encourage them to see their importance to the overall effort and how their talent fits or belongs to it.

Going beyond reward systems for performance management. Brush up, if needed, on your own workstyle then assist your millennial and other employees to develop a self-responsible work-style.  This way they can take an active role in growing and developing their own work lives reflective of their talent, interest, and values. While previous generations were able to climb the ladder of success without much insight to those themes, today’s career successes require a bit more awareness. Millennials tell us that in order to be attracted to your company and to stay engaged in your work, while money is important, they also have to perceive that you add to their working sk illset and are invested in their career arc in general. They want to work where they know they will be mentored to grow.

For a delivery approach  you will likely need to start with your Learning & Development (L&D) teams to collaborate. The elements will require a combination of instructor led conceptual teaching and guided group activity and discussion. As mentioned above, a Community of Practice (CoP) approach provides an excellent conceptual and delivery container for work of this nature. And some of the components for this diversity and inclusion solution lend themselves well to e-courses that can be flexibly deployed for new hire on-boarding or other needed learning options.

For a refresher on Millennial attributes there are some helpful downloads available: PWc NextGen (2013) and for additional reading on what defines a Community of Practice (CoP) download Wegner & Trayner’s,   A Brief Introduction to Communities of Practice (2015).

Our guest blogger today, Amber Chamberlain, M. Ed, Talent & Employee Well-being Consultant, is a long-time advocate, teacher and practitioner for employee and talent well-being.  Amber is devoted to supporting people and organizations to make well-being principles a part of doing profitable and high performing business. She is an experienced business operations, program, and provider manager, as well as clinical supervisor in behavioral health care and quality of life for Managed Care Organizations (MCO), Employee Assistance Programs (EAP), Department of Defense (DoD), Quality of Life (QOL) and Hospital System settings. Read more about Amber here.

Could Professional Coaching be Your Solution?

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Professional Coaching is a form of development in which the coach supports the client in achieving specific professional goals.  In application to the workplace, we call this Talent LifeCycle Coaching as the coaching needs vary with the career stage of the employee.

Coaches  partner with clients to focus on their professional lives in a way that brings out the client’s’ own strengths and resources so they can achieve excellence.  By creating clarity, professional coaching moves a client into action, accelerating progress by providing greater focus and awareness.  This allows the client to be cognizant of all the possibilities to create a fulfilling professional career and personal life. Continue reading

How To Build A Great Life

“Things which matter most must never be at the mercy of things which matter least.”~Goethe

Most of us are in a poverty of attention.  As a nurse for over three decades, I have been listening to all kinds of people.  This deep listening has taught me a lot about the human condition, and what I’ve learned is that when we focus on the 3 things in our lives that we can control, a cascade of good things begin to follow.  Paying fierce attention to what is most  important to us  is a superpower.  We can stay in our lane by taking full command of what we can control. Continue reading

3 Steps to Get Started at Work

Challenges with executive functions can keep one from initiating tasks.  Dr. Thomas Brown says that initiation is an important executive function.  Some people can sit down at their desks and automatically go through a set of criteria that help them get going.  Others can waste time and get stuck before they even take the first step.  We all need some forethought when it comes to completing tasks successfully.  Here are 3 steps to help manage and schedule yourself at work. Continue reading

Use Coaching to Grow Communication in Your Organization

Communication capability is a foundational element for any thriving company culture. Coaching is a terrific way to ensure that effective communication is at play for your organization across every aspect of engagement including leaders, managers, and talented performers.

Is it time to grow your organization’s communication quotient?   Continue reading