Virtual Managers Need Four Skills

1. Delegating:

In 2011, Peter Bregman published 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done to help busy people cut through daily clutter and uncover a way to focus on the most important tasks. Remote managers can heed Bregman's advice to stay organized and productive by transferring projects to their direct reports.

For example, department store managers who oversee a large workforce must be confident in their employees' abilities to efficiently track a constantly evolving inventory, respond to customer complaints and design strategies to increase sales. Across all industries, managers should show they trust their employees to finish the projects they are given. By successfully delegating projects and regularly communicating with direct reports, managers can engage employees more effectively.

2. Offering effective feedback:

Frequent, honest communication is essential between managers and their employees. Managers outside of an office must be cognizant of how, where and when they deliver both positive feedback and constructive criticism to their employees. For example, when a baseball team manager scolds a player in front of teammates and fans for committing an error during an important game, that disdain has a lasting impact on the manager's relationship with that player. The same holds true in any industry when a manager gives negative feedback in front of colleagues and customers. Managers need to be conscious of their word choice and think critically about how their tone and delivery can affect staff morale.

3. Think critically:

Managers in all environments must be critical thinkers skilled at making clear, rational and open-minded decisions. The Society for Human Resource Management, The Conference Board, The Partnership for 21st Century Skills and Corporate Voices for Working Families partnered in 2006 to survey senior-level HR professionals about the most important skills their employees will need in the next five years. Critical thinking ranked the highest. For example, in the hospitality industry, hotel managers work with employees in a variety of departments. These managers must think critically about how cutting professional development opportunities could negatively impact engagement and the overall guest experience before doing so. Managers should be able to recognize problems before they occur. By considering the big picture before making major decisions, managers will show strong problem-solving skills and a willingness to take ownership for their actions.

4. Hold yourself accountable:

Managers need to set an example by being accountable, especially when social media plays a big role in an organization's reputation. A 2011 study conducted by Parasole Restaurant Holdings and newBrandAnalytics found what customers say online increases staff ownership of the relationship between employees and customers. For instance, if a restaurant customer's meal ends unsatisfactorily, a restaurant manager should immediately take ownership for failing to provide the guest with a quality, memorable experience.

Wherever managers oversee their workforce, they must be effective at delegating projects, offering feedback, thinking critically and taking responsibility for their actions. These managerial skills will positively impact employee engagement, customer satisfaction and revenue.

By Michael P. Savitt | Talent Management [About the Author: Michael P. Savitt is communications manager at Avatar HR Solutions.]

Five ways to deal with a sudden layoff

Managing a sudden layoff is anyone's worst nightmare. It doesn't have to be. Steer clear of the guilt trip, accept the challenge head on and take swift action. 

Accept the reality 

The emotional turmoil of what's next, why me, is bound to disturb you, but acceptance is critical for moving on. 

"Allow yourself to grieve, but move on without wasting too much emotional energy. Be realistic, accept the facts and get on with it," says Raman Munjal chair professor of leadership studies at MDI, Gurgaon Asha Bhandarkar. 

"Just as employees move on for better options, they should be prepared for layoffs. Once this basic expectation is set, preparing for such eventualities becomes easier," she adds. 

Do not badmouth 

Restraining from expressing your displeasure towards colleagues and bosses can be hard but remember you may need their assistance in reference checks and recommendations. 

"One must control the tendency to express these emotions. Negative emotions possibly get disseminated across the grapevine faster than positive emotions and result in loss of social capital," says Bhandarkar. 

Tap your resources 

Leverage your contacts: trustworthy seniors and colleagues, to the best of your ability. For all you know, they might be the ones pointing you to the new job. Founder and CEO of networking portal Apna Circle Yogesh Bansal feels job portals and networking sites provide an excellent opportunity for building one's brand and networking. 

Apply, apply and apply 

"Don't think brand alone, think work profile and learning opportunity. No fancy company and title can give you the kind of accelerated learning which a challenging job can, adding weight to your CV," says Bhandarkar. 

Educate and update yourself 

An exit is a good time to take stock of things you might have missed out on- spending time with family, enrolling for a specialised course or a degree. "Explore the fields that you have always been interested in but never got the chance to try," says Bansal. 

By  Ramakrishna Acharya

Difference between workforce planning and succession planning

The goal of workforce planning and succession planning is the same: putting the right people - across the organization - in the right jobs, doing the right things at the right time. However, the difference between workforce and succession planning is distinct. Workforce planning is typically budget-driven and focused on staff-level jobs, hiring forecasts and internal resource projections.

Workforce planning also focuses on:

a) Understanding trends that will impact clients, customers, products, services, funders, regulators and investors.

b) Developing individual- and team-work plans that align with department goals or organization-wide strategies.

c) Understanding how changes will impact job requirements, internal activities and costs.

d) Understanding labor-market demographics, workforce readiness, training needs and talent resources.

e) Hiring, recruitment-plans processes, orientation and onboarding plans.

Succession planning is a systematic approach to professional development with the express purpose of ensuring that selected (typically senior) staff is trained, experienced and ready to assume future leadership positions. Succession planning also focuses on individual and team transition needs and effectively guides implementation.

Succession planning includes aspects of workforce planning but also requires:

a) Identifying anticipated vacancies and backup resources for management and leadership.

b) Redefining management profiles to include competencies, success criteria and behavior traits.

c) Accurate assessment of the readiness of senior staff and middle managers to assume greater responsibilities: an efficient process for assessing skills, competencies, interests and motivations, organization-wide, for investments in emerging leaders.

d) Assessment of organizational culture and the leaders within: cultural competencies for diversity and inclusion management.

e) Developing individualized training, professional development and mentoring opportunities to reduce gaps in skills and experience: identifying required support to ensure succession plans are workable while in current job.

f) Focus on individual and team transition to ensure a successful transition and performance in the new or expanded roles.

Although many organizations do annual workforce and "headcount" budget planning, fewer than 1 in 10 large organizations proactively integrate management development and succession plans with strategic business objectives, according to a survey of 1,098 senior managers and executives by the American Management Association.

For organizations that do, the results can be transformative. Increasingly, more boards of directors, investors and funders are now demanding documented succession plans for top management of public corporations and nonprofit organizations. Succession planning is a critical component of workforce planning. And it is a trend that experts consider to be a best practice and sound investment for any organization intent on sustainability, beyond the limits of a selected few people.

[Source: Patricia Duarte, Decision Insight Inc., Boston]

Find the Right People to Boost Innovation

Human resources executives trying to promote innovation inside big companies have it tough. Innovation is an intensely human activity where a large portion of the work is done by individuals or small teams. And the best innovators have the option of working for start-ups where financial rewards can be limitless. It seems next to impossible for a large company - especially a publicly traded one - to compete financially for the best talent. The good news is they don't have to if they thoughtfully blend rewards at their disposal - such as novel career paths - with a failure-tolerant culture.

Some of the most useful research on innovation incentives is recounted in Daniel Pink's book Drive: The Surprising Truth About What Motivates Us, which details how performance on creative tasks decreases with monetary incentives. Instead, successful incentives provide people with a sense of autonomy, give them a chance to achieve mastery and allow them to pursue a purpose.

Of course, money matters. But HR executives should consider the following three options to attract and retain world-class 'intrapreneurs" - individuals who pursue innovative opportunities but operate inside an established company.

1. Unique career opportunities.

Anyone who has come to work for a large corporation has demonstrated a willingness to sacrifice upside potential for stability and security. So companies can and should think about how they can provide interesting career opportunities to their best innovators.

Critical to making this work is rethinking how to identify a company's best innovators. Many companies obsessively measure their employees' results. But innovation has a degree of uncertainty and randomness. Sometimes, people can do everything right and still fail. Therefore, companies have to move from tracking results to monitoring behaviors.

Look for innovators who invest time to understand their target market, think holistically, design and execute smart experiments and demonstrate a willingness to change course. Even if an individual effort doesn't succeed, innovators who follow these behaviors are more likely to succeed over the long term.

2. Public recognition:

Procter & Gamble regularly appears on lists of the most innovative companies, and almost all of its innovation-related rewards are soft. Consider its Victor Mills Society. The society - named for the scientist who developed the technology that underpinned P&G's diaper brand Pampers - acknowledges tenured scientists with strong records of technology advancement and innovation. Executive leaders induct individuals who have made sustaining and business-building contributions throughout their careers at P&G. The society only consists of a few dozen P&G scientists, and membership is considered a prestigious reward. Inductees also mentor younger, high-potential scientists and advise the chief technology officer on prospective innovations.

Beyond special societies, companies can consider rewards ceremonies or other simple mechanisms to highlight internal innovators. These kinds of recognition systems don't cost much, but can have big impact.

3. Social impact:

The popular perception is that impact-oriented individuals ought to go work for non-government agencies, philanthropic organizations or mission-driven start-ups. But there's no better place to have impact than at a large company. For example, for all the debate about health reform, the future of health care rests on innovative ways in which companies like Walgreens increase adherence to prescription regimes and provide lower-cost ways to manage chronic conditions.

More and more large companies recognize that the pursuit of social impact is congruent with growth. For example, the agrochemical company Syngenta has a number of efforts to help farmers in developing countries increase crop productivity. There are hundreds of millions of these farmers, making it good business for Syngenta, and success impacts poverty and hunger, which is a key United Nations Millennium Development Goal.

Encouraging innovation isn't just about what companies reward - it is also what they choose to punish. Leaders often demonstrate their view on this topic when they use lines such as, "failure is not an option." But in innovation, failure is definitely an option. Beautiful business plans don't always turn into beautiful businesses. Any successful entrepreneur will tell you the best ideas emerge out of trial-and-error experimentation. Failure is a natural part of that process.

By Scott D. Anthony | Talent Management [About the Author: Scott D. Anthony is managing director, Asia-Pacific, of Innosight, an innovation consulting firm. He is the author of The Little Black Book of Innovation.]

Three Ways to Improve Your Positive Intelligence (PQ)

Daniel Goleman made a compelling and accurate case nearly two decades ago that Emotional Intelligence (EQ) was more important to leadership effectiveness and performance than IQ. But most attempts at increasing EQ have resulted only in temporary improvements. The reason is that a more foundational and core intelligence has been ignored, which is a pre-cursor to high EQ. In my lectures at Stanford University, I define this as Positive Intelligence (PQ). Without a solid PQ foundation, many of our attempts at improvements fizzle due to self-sabotage. 

Your mind is your best friend, but it is also your worst enemy, involved in self-sabotage. To illustrate, when your mind tells you that you should prepare for tomorrow’s important meeting, it is acting as your friend, causing positive action. When it wakes you up at 3:00 a.m. anxious about the meeting and warning you for the hundredth time about the many consequences of failing, it is acting as your enemy; it is simply exhausting your mental resources without any redeeming value. No friend would do that. 

Your PQ is the percentage of time your mind is serving you as opposed to sabotaging you. For example, a PQ of 75 means that your mind is serving you 75 percent of the time and sabotaging you about 25 percent of the time. Compelling evidence from a synthesis of research in psychology, neuroscience, and organizational science shows that with higher PQ teams and professionals ranging from leaders to salespeople perform 30-35 percent better on average. What’s more, they report being far happier and less stressed.

3 Strategies to increase PQ

I have coached hundreds of CEOs and their senior executive teams on the tools of Positive Intelligence. I take them to the frontlines of the unceasing battle raging in their minds. On one side of this battlefield are the well-disguised Saboteurs, who wreck any attempt at increasing either happiness or performance. On the other side is the Sage, who has access to one’s wisdom, insights, and often untapped mental powers. The Saboteurs and Sage are fueled by different regions of the brain. We are literally of two minds and two brains. This suggests three strategies to increasing your PQ:

Strategy 1. Weaken your Saboteurs:

The Saboteurs are the internal enemies. They are a set of automatic and habitual mind patterns, each with its own voice, beliefs, and assumptions that work against your best interest. They come in ten varieties, with names like the Judge, Controller, Victim, Stickler, Pleaser, and Avoider.

Saboteurs are a universal phenomenon. The question is not whether you have them, but which ones you have, and how strong they are. Of the executives participating in my Stanford lectures, nearly 95% conclude that they do have Saboteurs that cause “significant harm” to them reaching their full potential for success or happiness. 

The great news is that you can significantly reduce the power of these mental foes. The key to weakening your Saboteurs is to identify which one you have and expose its key hidden beliefs, patterns, thoughts, and emotions. This, in effect, allows you to create a “mug shot” of your internal enemy. It allows you to identify the Saboteur the moment it shows up in your head. At that point, what you do is to just label that thought as Saboteur thought and let it go rather than pursue it seriously. To be sure, it will keep coming back, which means you will keep labeling it, and letting it go. This simple act of observing, labeling, and letting go has profound impact.

For example, notice the difference between saying “I believe I can’t succeed” and “My Judge says I can’t succeed.” The moment you label a Saboteur thought as such, it loses much of it credibility and power over you. 

(Discover your top Saboteur with free online assessment at http://www.positiveintelligence.com/)

Strategy 2. Strengthen Your Sage: 

Your Sage’s great wisdom and strength is rooted in its perspective: any problem you are facing is either already a gift and opportunity or could be actively turned into one. Your Saboteurs mock that perspective and cause you instead to feel anxious, frustrated, disappointed, stressed, or guilty over “bad” outcomes. Both the Sage and the Saboteur perspectives are self-fulfilling prophecies. 

If you follow the Sage perspective, you get greater access to its five vastly untapped mental powers which can meet absolutely any work or life challenge without being worked up about it. There are simple and fun “power games” you can play in the back of your mind to facilitate this process.

Strategy 3. Strengthen PQ Brain muscles:

The PQ Brain gives rise to the Sage perspective its powers. Its focus is on thriving rather than surviving, which is the Saboteurs’ focus. It consists of three components: the middle prefrontal cortex, portions of the right brain, and what I call the empathy circuitry. The PQ Brain “muscles” are activated and strengthened when you command your mind to stop its busy mind chatter and direct its attention to any of your five physical sensations. An example might be to feel the weight of your body on your seat, or feet on the floor, or sensations of your breathing. 

This might appear simplistic, but it is backed by a massive amount of research. Every time you attempt such a shift of attention for about 10 seconds, you have performed a “PQ rep,” strengthening the muscles of your PQ Brain. The goal is to do 100 PQ reps per day to build up and maintain strong PQ Brain muscles. This can be done while sitting in a meeting, driving, walking the dog, or taking a shower. It doesn’t need to take any extra time from your busy day. These muscles build up really fast. 

Without a strong foundation of Positive Intelligence, attempts at improving performance or personal fulfillment are analogous to planting elaborate new gardens while leaving voracious snails free to roam. The wise investment is to raise Positive Intelligence first. The results are often reported to be gamechanging for the team, and lifechanging for the individual. 

Try this out. Discover your top Saboteurs and PQ score with the free online assessments athttp://www.positiveintelligence.com/



By, Shirzad Chamine-  author of New York Times bestseller Positive Intelligence. He is Chairman of CTI, the largest coach-training organization in the world. A preeminent C-suite advisor, Shirzad has coached hundreds of CEOs and their executive teams. His background includes PhD studies in neuroscience in addition to a BA in psychology, an MS in electrical engineering, and an MBA from Stanford, where he lectures.

Stay wary of a few mistakes that you could make while becoming a manage

Transiting from the role of an individual contributor to that of a manager, is not always an easy journey. Professionals at this juncture have to make the crucial shift from focusing on their own performance to managing and motivating others towards a common organisational goal. There are a few common roadblocks that most employees encounter in their transition.

#1 ‘Unlearn' the old to master the new
As an individual contributor, achievements usually mean demonstrating individual excellence and meeting objectives set by the manager. The focus was always on individual skills and performance towards individual objectives Learning to let go and trusting others to execute is probably the most common challenge that one faces as a new manager. Failing to let go means taking on additional tasks, which rightly should be distributed amongst team members. This in turn, denies team members the opportunity to perform and take on new challenges. Worse, micro-management results in an erosion of trust, as the manager will be perceived as not letting team members take on tasks independently. The new manager himself is stuck doing the same things he was doing previously with less time to master new skills. Learning to delegate is the key, identify the strengths and weaknesses of team members and then get the right person for each job.

#2 Painting the picture in HD: setting expectations right
Moving to the role of a manager invariably means higher responsibilities and higher levels of commitments, both with internal and external customers. Responsibilities will now include quality work within tight timelines and it becomes extremely important to understand your team's capabilities and accordingly commit to deadlines. Do not fall into the trap of over-committing, which leads to client disappointment and an erosion of trust if deliverables are not met repeatedly. An important role of a manager is to effectively handle expectations from customers and an ability to push back. This however does not mean that the team is not constantly pushed to deliver beyond what they believe is their limits.

#3 Micromanaging v/s mentoring
A certain well-known CEO had once rightly said, "It's your job to set the goal posts at the end of the playing field and then get out of the way, so that the team can score the goals." It's best to give teammates the freedom to execute towards set goals. Monitoring each activity very closely and expecting them to be done exactly the way you would do it, limits the creativity of your subordinates and inhibits the exploring of new approaches. It can also be seen as annoying and creates a mindset of just completing the task at hand rather than seeing how it fits into the bigger picture and producing high quality, relevant outputs.

#4 Bring your Game Face
As a team leader, it is absolutely essential to constantly improve your Emotional Quotient. In today's multifaceted work environment, you will have team members across all age groups and from different backgrounds. Gone are the days when roles depended on the number of years of service and the existence of a clear hierarchy. You have to learn to deal with sensitivities across various age groups, manage egos and motivate teammates while being objective. You must take into account individual aspirations and be sensitive, compassionate and firm to help teammates give their best.




by  mr.vinod shah - Sr. HR Generalist, Govt. Jobs Advisor at Delhi Metro

Leadership in your company: Engage employees and reduce turnover

When was the last time you assessed what it’s like to work at your company? How about what it’s like to work for you? These questions are important to ask on a regular basis. Check in with employees about their comfort level in their work environment. Keep in mind, the work environment is not just physical surroundings. Are your employees motivated by their work? Do they feel supported by you? Do they feel appreciated for their hard work? Do they have resources to perform well in their job role?

You may be thinking, “This sounds great, but I have enough on my plate.” Here’s why you should care: As the economy improves, employees have more options for employment, and if they are unhappy in their current role, they will leave.
Deloitte’s John Hagel says, “The biggest challenge for businesses today is learning to think about their employees the way they think about their customers. How do you engage them?” Read on to learn some tips about engaging and retaining employees.
Get to know your employees

Wendy Lea, CEO of Get Satisfaction, says in an article from Inc. magazine, “Simply by letting your employees be themselves, you increase the value of their contribution to your business. You aren’t just hiring a ‘skill set.’ You’re hiring a whole person.” Get to know your employees and find out what motivates them. To do this, you can simply ask them.

Motivators give you an inside look at what inspires each employee to get the job done. To uncover motivators, simply ask employees! When you do, employees will feel you support them in their efforts to succeed, and this, in itself, is a motivator.
Make supporting your staff a priority

Employees need you to support them. Don’t get so caught up in your own work that you forget to check in with your staff. One way to be sure this happens is to schedule recurring one-on-one meetings with employees. Standing meetings help you keep on track and show employees you have time for them.

Another approach is to create “office hours.” You may not want to be interrupted while working on something that takes focus and attention, so e-mail employees a window of time to go over projects. This increases approachability and shows the staff you want them to visit with any questions, concerns, ideas, etc.
Show employees some love

The Container Store launched a campaign on Valentine’s Day called National We Love Our Employees Day. They publicly recognized their employees for their hard work and dedication to the company. While public displays of affection may not be your style, employees need to believe you appreciate their hard work. How you express appreciation is up to you.

Invest in your employees’ success

Continuous improvement and lifelong learning are important qualities for companies to instill in their staff. What does your company do to help employees improve or learn new skills? Offer in-house workshops or employer tuition assistance for employees to take coursework somewhere else. Show employees you are invested in their success by providing and supporting different learning opportunities to help them reach their goals.

While considering how to initiate these efforts, keep these words in mind from Gretchen Spreitzer and Christine Porath as quoted in the Harvard Business Review: “In our research into what makes for a consistently high-performing workforce, we’ve found good reason to care: Happy employees produce more than unhappy ones over the long term. They routinely show up at work, they’re less likely to quit, they go above and beyond the call of duty, and they attract people who are just as committed to the job. Moreover, they’re not sprinters; they’re more like marathon runners, in it for the long haul.”

If you’re interested in uncovering what it’s like to work at your company, give employees an anonymous employee satisfaction survey. This gives employees an opportunity to answer honestly about what they like, dislike and areas they think need improvement.

By Sarah Hedayati-  Impact Learning Systems, a leader in training and consulting for customer-service skills. Hedayati is also an author for Impact Learning Systems’ customer-service and sales blog.

Why You Need a Talent Strategy

Talent leaders can't change global work trends or today's economic reality, but they can change people strategies to respond to those trends and position a company to gear up for growth.

Led by the senior leadership team, organizations must apply the same rigor they use to create an overall business strategy to create workforce strategy - not just a workforce plan. This strategy requires a comprehensive understanding of how complex trends and shifting business realities will impact business now and in the future. The resulting strategic blueprint provides line of sight into the talent choices available today that impact an organization's ability to deliver on objectives.

The talent organization has emerged as the single most important element of sustainable differentiation. An organization's products, services, business model and marketing campaigns all can be replicated quickly by any competitor, which leaves an organization's talent and talent potential as the last true differentiator. Further, to ensure growth and competitiveness companies must invest specifically in leadership talent.

A new era is upon business: the human age. Previous eras were defined first by the raw materials that transformed them: stone, iron and bronze. Then they were characterized by the domains people conquered with technology: industry, space and information. Now, human potential will be the catalyst for change and the global force driving economic, political and social developments. Talentism is the new capitalism.

Workforce demands and composition are shifting in response to economic, social and demographic trends. The need for more specific skills is creating a growing talent mismatch and scarcity of leadership talent. Multiple generations and cultures in the workplace have resulted in changes in motivations and preferences, which impact individual choice. Technological developments allow new ways of getting work done. These trends have created workforce and workplace dynamics that make it more challenging to identify, access and manage talent.

Despite their varied implications, these trends revolve around one central theme - the need to empower the right people, in the right places, in the right ways to create business impact. This requires a sustained commitment to, and a strategic investment in, talent, and an alignment of talent strategy with business goals. Talent is the No. 1 impediment to or success factor in executing the business plan. Led by the CEO, a talent strategy must:

1. Articulate comprehensive vision of where the company wants to go, what unique value it delivers and what effects it wants to have.

2. Organize work structures to unleash the knowledge, innovation and creativity of every employee to achieve that vision.

3. Examine, understand and deliver what employees want from their employer and work environment.

There are many options for talent acquisition, retention, development, redeployment and transition. The key is to align the right talent approaches specifically for the business strategy. What follows are five practical components of an integrated talent management plan that will help build the workforce needed to execute on business strategy.

Components of an Integrated Talent Management Plan

When implemented rigorously, each of the following five integrated components will drive a comprehensive approach to talent management.

1. Assess talent.

The workforce is critical to deliver and sustain competitive advantage. The ability to strategically assess talent available now - and the talent needed in the future - underpins the talent leaders' ability to meet and exceed the organization's goals. With the right workforce in place, brand building is more effective, goal achievement is more consistent and delivery of higher competitive value to customers and stakeholders is sustained.

From a CEO's perspective, it is important to assess the organizational state today as well as the desired future state before starting to build the bridge between the talent strategy and the business strategy. Assessing talent can provide a gap analysis that roadmaps how to source, on-board, develop and accelerate talent, and align performance with business direction.

Assessing talent includes a number of different components:

a) Competency modeling identifies the knowledge, skills, abilities, experiences, motivations and personality traits an organization's workforce must develop to realize present and future strategic goals and enhance company agility, innovation, engagement and retention. Well-designed competency models provide organizations with accurate criteria to optimize performance management as well as talent assessment, hiring, development, redeployment, succession management and promotion systems.

b) Organizational, individual and team assessments provide a clear understanding of how factors such as an organization's strategy, communications, leadership skills, employee processes, engagement levels, retention rates and cultural alignment drive productivity and evaluate the capabilities of individuals, teams and their potential fit within the organizational culture and climate.

2. Develop leaders.

To build global leadership capacity that is deep and wide, one must continually identify, develop, nurture and retain leaders as part of an ongoing talent development strategy. Building a pipeline creates the bench strength to fill leadership positions throughout the organization. Development is the first step to ensure a steady flow of leaders will be available to grow the company over time.

Coaching as part of leadership development is essential. The best coaching integrates the unique needs of the leader, his or her manager or sponsor and the organization to achieve the desired performance outcomes. Coaching can accelerate leader development and deliver performance improvements that lift the entire organization.

Consider, for example, a U.S. sales and distribution division of a global automotive company that is concerned about sustainability and effectiveness of its leadership development initiatives. With 30,000 employees and a competitive marketplace, the company needs to identify and develop near-future leaders at a faster rate to outpace the competition. The firm invests in leadership coaching, and this enables nearly 40 percent of program participants to be promoted at or near the end of the program. Further, more than 70 percent of participants achieve or exceed their individual goals, and the return on investment is estimated to exceed five to one.

3. Implement and align strategy.

Winning organizations create sustainable competitive advantage by aligning the workforce with business strategies. These companies pursue a well-articulated strategic direction in terms of execution, performance and workforce management. Having a strategy is only half the challenge: Strategy implementation requires a sustainable, proactive process to effect a smooth transition that will ensure employees understand and execute strategic imperatives and have operational support when doing their jobs.

There are three main components to implement and align a workforce with the organization's strategy:

a) Implement strategy effectively by first understanding the complexities of change and issues, analyze root causes of performance inhibitors and identify capability gaps. Once strategy has been clearly articulated and agreed upon, clarify fit-for-purpose structures and roles, deploy people systems and processes, communicate with authenticity and regularity and assign capable leadership at all levels.

b) Put strategy to work by identifying employee and workforce issues impeding strategy implementation. Prioritize workforce management strategies and align them with broader strategic goals. Use diagnostic tools to build executive team alignment around the organization's greatest strengths and needs. Identify top priorities, gain team consensus around priorities, analyze gaps between the organization's current state and the state of benchmark organizations, and build collaborative approaches with the workforce to get the job done.

c) Manage change effectively by having talent managers and leaders take a greater role to ensure change is communicated and implemented effectively. Communicate openly and honestly, keep employees informed, solicit feedback from those impacted by change, and commit to meeting expectations. From the senior leader on down, the messaging must be consistent.

4. Engage employees.

Talent managers can play a role by clearly and effectively articulating the business strategy, vision, mission and purpose to the entire workforce.

First, create a communications plan. A workforce that understands the strategy is better able to execute it. Equip senior leaders and managers to convey clear, consistent messaging that links every employee to strategy and drives engagement, productivity and success.

Invest in methods to engage and retain the workforce. Employees need to feel they have a stake in the company's success. Help employees understand the significance of their role and how they directly participate in achieving the company's business objectives and performance goals today and in the future. In a competitive environment, engagement can make the difference between an organization that thrives and one that barely survives.

5. Align the workforce with business needs.

Competitive market conditions and changing business objectives often require talent leaders to reassess workforce needs. It is about strategically mobilizing and sizing the workforce to meet business needs, minimize turnover and maintain employee productivity. Assisting employees affected by organizational change to make the transition to a successful career outcome also delivers real business value. Provide outplacement support to departing employees. Organizations offering effective outplacement support solidify their reputation for valuing employees and enhance the morale, engagement and productivity of employees who remain.

Also consider redeployment before executing layoffs. Sooner or later, every business has to reinvent itself. Consequently, every workforce has to adapt. Organizations that manage workforce transition successfully retain top talent, sustain productivity and employee engagement, and align workforce competencies with new organizational needs. Redeployment contributes to successful transitions by helping talent managers identify and reassign talented individuals to new roles or departments.

Invest in ongoing career development. Encourage employees to develop skills and competencies aligned with organizational needs. Provide assessments and coaching to help employees create a detailed career map and action plan to take control of their careers. Helping high-potential employees develop their careers offers the organization a powerful engine to drive workforce engagement, retention and productivity.

Global workforce and workplace trends have forced organizations to conceive competitive advantage more in terms of the talent they can identify, develop and retain and less in terms of what used to create a more traditional competitive advantage. The organizations that proactively align talent with business strategy by creating and implementing a workforce strategy will be the winners.

Many options for talent acquisition, retention, development, redeployment and transition exist. To promote a culture of success, the key is to align the right talent management approaches with the business strategy and create a continuing advantage by linking the workforce strategy to the business planning cycle.


[By Michael Haid | Talent Management - senior vice president of talent management for Right Management, the workforce solutions group within Manpower Group.]

The 6 Passages of Leadership and Management

Unless you are an heir to a throne, people usually don’t begin their careers leading a large organization. There’s a progression of passages, or at least there should be.

Charan, Drotter, and Noel wrote about six leadership passages in their classic book The Leadership Pipeline. However, they use the terms “leadership” and “management” interchangeably. There’s a big difference, right?

What if we took a simplified version of the Pipeline model, and mash it with a distinction between leadership and management? 

We’ll call it The Great Leadership & Management Passages Model (OK, so we need a catchier name):

Posted by Dan McCarthy 

Here are the six passages:

Passage #1: Managing Yourself

Managing yourself means learning how to show up to work on time and dressed appropriately, get along with your co-workers, manage your time and priorities, keep your boss happy, and follow basic workplace adequate, i.e., no microwaving fish in the break room. It also means learning how to solve problems, make decisions, use good judgment, and control your emotions. 

Passage #2: Leading Yourself

Leading yourself involves figuring out what really inspires you and doing whatever it is you do with a sense of purpose and passion. It includes having a clear set of values and principles that guide your day-to-day behavior and decisions, a compelling vision, and goals. It requires the ability to handle ambiguity, paradox, and change.

Passage #3: Managing Others and Teams

Managing others and teams involves learning out to hire, train, establish performance measures, reward, and punish. It’s about figuring out what and how the work needs to be done, and lining up the right resources needed to get the work done. 

Passage #4: Leading Others and Teams

In order to lead others and teams, you have to learn about and tap into each individuals values, goals, hopes, dreams, and fears. It involves getting to know each team member and learning how to inspire commitment, energize, and harness the individual and collective passion of the team. At the risk of stating the obvious – to lead others and teams requires transforming yourself into a leader.

Passage #5: Managing Organizations

Managing organizations involves optimizing a number of different functions in order to create a product or service and archive measurable organizational outcomes. It requires having a solid grasp of all aspects of the organization, including strategy, sales, marketing, human resources, manufacturing, research, legal, etc…. 
Goals need to be set at a high level and then cascaded throughout the organization with a performance management system in place to achieve those goals. Managing organizations also means being responsive to multiple stakeholders, including employees, customers, investors, government, and the community. 

Passage #6: Leading Organizations

Leading organizations requires learning how to establish a compelling vision and inspire large groups of people to act from afar. An organizational leader can no longer rely on the ability tap into each individual’s passion – they need to figure out how to manage culture and engage the entire organization in order to mobilize shared commitment.

Leading organizations requires learning how to identify and develop other leaders, because no one leader can create and sustain extraordinary performance on their own.

The passages are developmentally progressive and build upon each other. An individual can technically jump right into passages #5 and #6, Managing and Leading Organizations, they won’t be successful in the long run if they haven’t learned how to lead and manage themselves, other individuals, and teams have’ve seen this happen over and over – the brilliant, young entrepreneur or the star performer who is put in charge of an organization with undeveloped emotional intelligence and no actual experience managing others. Unfortunately, sometimes they never do learn – or even try to – and it ends up being their downfall. 
The model is in a way overly simplified – we couldn’t possibly describe everything it takes to lead and manage in less than 1000 words. But then again, when it comes to models, simple is good. If you can’t explain it to a 12-year old (or a CEO), then it’s too complicated. 


By, Hari Das Nair

The Nine C's of Engagement and Why EVERYTHING is Communication

The nine C's of engagement, which are worth our consideration as we strive to craft the right employee reward experience.

The Three C's of people centric values

• Culture - norms and preferences
• Community - internal and external stakeholders
• Credibility - trust earned through actions

The Three C's of delivery and communication

• Channel - means of communication
• Content - topic or information being covered
• Cadence - frequency of delivery (ad hoc, scheduled or continuous)

The Three C's of right time drivers

• Context - roles, relationships, timing; factors impacting how communication is absorbed and interpreted
• Catalyst - what inspires action and/or response
• Currencies - things that influence behavior through the exchange of value (important for us to keep in mind that these extend beyond the obvious cash elements to things like recognition, access and influence)

By, Ann Bares - Managing Partner of Altura Consulting Group

10 Jobs That Didn't Exist 10 Years Ago

App Developer

The iPhone was introduced in 2007, the Android shortly after. Since then, more than a million apps have been put up for sale in Apples App Storeand Android’sGoogle Play. Consider this: in 2011, Applepulled in more than $15 billion in revenues from mobile applications, which shrink  programs that used to run only on desktop computers to make them work on mobile devices.

As demand surges for apps to run on iOS, Android and whatever operating system is waiting in the wings, companies are faced with a dearth of talent with the skills to develop for mobile. This means fresh opportunity for programmers and developers to break into a booming market. Currently more than 16,000 listings for mobile app developers are listed on job site indeed.com.

Market Research Data Miner

As customer information becomes more and more vital to the retail experience, businesses are compiling data in droves—and hiring experts to make sense of it. From different datasets including structured (transaction), semi-structured (user behavior) and unstructured (text) information, data analysts and scientists look for behavioral patterns to help retailers and businesses predict future trends or to build recommendation engines or personalized advertising.

“Library science is a really hot degree right now,” says Purdy, “And data-mining could be one of the reasons. It’s a helpful knowledge set for someone hoping to manage large amounts of data” Hopeful data-minded candidates can include library science majors, researchers, engineers or applied scientists.

Educational or Admissions Consultants

When a certain set of affluent parents watch their toddler stack his or her first set of blocks, they’re not lost in a moment of cute, they’re strategizing their child’s likeliness of getting into the right pre-school. These moms and dads will stop at nothing to secure the best education for their kids—which for many includes hiring an educational or admissions consultant to help ease the process of interviewing and testing into schools from preschool to college. Admissions consultants can be paid thousands of dollars for their skills—which often include personal connections with school administrators.

Millennial Generational Expert

Generational consultants help companies better understand the changing workforce—and who better to explain the Millennialsthan a living, breathing member of Generation Y? Companies in every sector and of every size face the challenge of recruiting and developing young professionals to prepare them to be future executives.  Companies can build loyalty in their workforce by engaging in practices that connect directly with their younger employees. All-hands happy hour, anyone?

But this isn’t a role that’s strictly for the young ones. Many generational experts are older employees, who’ve turned their experience with young people into an ability to advise companies on how best to engage, motivate and, yes, placate this often fickle workforce.

Social MediaManager

Making the most of online communities– what we generally call “social” networks–has become an integral part of businesses from small-town coffee shops to behemoths like Amazon andMicrosoft, which both employ social media managers in their marketing and advertising departments. “There has been a great big shift in how companies communicate with their customers ,” Purdy says. On job site indeed, for example, there are currently over 11,000 listings for the title. But the term “social media managers” really covers all manner of tasks–from the social-savvy recent grad who mans theTwitter feed to the new wave of marketing strategists who help companies to leverage their social audiences through targeted marketing.

But don’t be fooled that your 10,000 Twitter friends are going to land you a job. “Young people may be more technologically savvy than their older colleagues,” says Purdy, “But technology in the workplace is evolving so quickly that a person can’t think that just because they’re great at Twitter will make them a desirable commodity long-term.”

Chief Listening Officer

One step up from a “social media manager,” (more on that later) the Chief Listening Officer keeps her ears (and eyes) on social channels and real life conversations to keep the company up to speed on what their customers are saying. “Before social media, business was a one way channel of communication. The company talked, we listened,” Purdy says. “Now we’ve become accustomed to two-way conversations. We expect them to listen, and so we see these kinds of roles.”

Beth LaPierre became the first ever Chief Listening Officer in 2010, and while she’s since moved on to other gigs, she spent her time monitoring the more than 300,000 mentions of Kodak on Facebook, Twitter, message forums, YouTube, blogs, and elsewhere on the Web each day, using software from Radian6 and PeopleBrowsr. Then she moved that information to the relevant department. As more and more companies rely on social streams and online exchanges for customer service reasons, the role of the listener will only increase.

Cloud Computing Services

In August 2006 Google’s Eric Schmidt described the company’s approach to software as a service as “cloud computing” at a search engine conference, possibly the first high profile usage of the term. Because it was used in the context of describing Google properties (Gmail, etc. etc.), it became synonymous with online storage and sharing of data. These days, the term has adopted by everyone from Microsoft to start-ups that help moms access coupons in the check-out line. Companies are looking for database managers, engineers and strategists for storing and indexing massive amounts of data—we’re talking petrabytes (one quadrillion bytes) of information.

Elder Care

As the population ages and baby boomers become grandparents, an increasing amount of attention is being turned to the care of the elderly. Between legal concerns, staffing at residential facilities or consultants hired to facilitate end-of-life issues, jobs in this area are expected to increase. People who have an understanding of the increasingly complex healthcare system in addition to an interest in comfort care are well suited for these roles.  Communication skills are also paramount—as elder care service providers are often tasked with communicating end-of-life issues to their client and his or her family members.

Sustainability Expert

“There are obviously some very concrete reasons that companies00even those who aren’t in the green or alternative energy space—would be interested in sustainable practices,” says Purdy. Oftentimes hiring someone into an environmentally-conscious role could be a cost-savings issue, he says, both in terms of lowering power bills or to take advantage of increasing tax rebates for companies committing to sustainability.

A degree in environmental science or business management major would prove useful in these new “green” roles as they often require developing new workflows to increase productivity while lowering the carbon footprint of a business, but specific environmental leadership majors are on the rise.  Projects can include: recycling and waste reduction, supplier sustainability evaluation. Purdy thinks Millennials are a shoe-in: “Look at the next gen of managers and leaders,” he says. “These young people grew up in a culture that valued recycling, valued being green. They’re far more driven by those concerns because they’ve been hearing about it since they were babies. I think we’ll continue to see growth in this area for young employees.”

User Experience Design

What is user experience design? Quite simply, experiences created and shaped through technology and how to make them happen. Case in point: the experience of waking up to an alarm clock is very different from the experience created by the rising sun and chirping birds. A user experience designer’s concern is how to mimic the birds-sun experience through technology (see the variety of alarm clocks on the market that grow louder and brighter to wake you gently). Would-be designers should be fluent in Photoshop, understand programming languages like CSS and HTML and feel comfortable taking an idea from sketch to prototype. As far as demand goes, things are looking bright: a recent indeed.com search returned 168,219 job listings.

By 

Meghan Casserly, Forbes Staff(Forbes.com)