Strategic Human Capital Insights

Training & Development: How Do You ‘Make It Stick’?

Posted by Joanne Flynn

4/7/20 9:00 AM


This is a guest blog post written by Rodney Nelson, Vice President of Client Operations for the Arizona Manufacturing Extension Partnership.


A Multi-Faceted Process Flowchart Approach


For the past four years, I have been supporting local Arizona manufacturing businesses providing them with a wide range of organizational development and training services. What I have found is that these businesses are looking for training they believe will help their teams and companies work more efficiently. Whether a company is choosing to do a single or numerous training and development sessions, the chance of that training sticking past the first two weeks is very slim.


How Can You ‘Make It Stick’? 

The “it” could be any type of change where employees are learning a new skill and are expected to use that skill going forward. Yes, we have all heard the saying, “you need management buy-in” but, unfortunately, that is not enough. Management’s expectations need to be documented all the way down the chain of command and we need to hold both the workers and supervisors accountable.

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Topics: human capital, Human Resources, human asset management, performance management, performance review, training & development

The 7 Next Steps to Complete After Your Performance Reviews

Posted by Joanne Flynn

3/12/20 11:00 AM


How to Keep Your Human Capital Continuous Improvement Process
© Continuous


Now that your performance review process is over, and the forms are all filed away, the important part of the job awaits! Reviews should not be done for the sake of reviews and end up in the HR department. The review process should be the first step in the many steps of the ongoing employee development process.

So, What Comes Next?
In a robust human capital continuous improvement process, it’s time to make sure that employee performance and capacity stays aligned with: 

  • Strategic goals and initiatives of the organization
  • Skills and knowledge needed to stay relevant with the evolving business skills and tools for today and tomorrow

1. Create Individual Employee Development Plans
It’s time to data-mine the rich information in the Performance Reviews and identify the gaps in knowledge, skills and tools. From that information, create an on-going monthly / quarterly development plan for each employee. In today’s changing world, skills are eroding faster than before and new knowledge and skills are required to help employees stay current and relevant to the job demands and optimize the many business tools available. Development plans are the mechanism to ensure that employee skills and knowledge stay aligned with organizational goals.

Here are some skills to evaluate:

  • Technical Knowledge and Skills
  • Business Tools Knowledge and Skills
  • Professional Skills (communication, critical thinking, effective presentations, etc.)
  • Leadership Skills (at all levels)
  • Customer Experience / Culture Skills
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Topics: human capital, Human Resources, human asset management, performance management, performance review

Is it Time to Review Your Performance Review?

Posted by Joanne Flynn

1/7/20 10:00 AM


Like everything else in business today that is undergoing constant growth and change, the strategic review of the Performance Review process is not exempt. Too often, outdated, irrelevant performance review forms, which drive the performance review process, are kept in place without question.  However, this form should be in a state of constant review, since strategically-aligned performance is critical to any high-growth organization.

As often as your strategy is reviewed, that’s how often your performance review form should be reviewed, as well.  Why?  The accompanying job description will likely be evolving and / or completely changing.  And, as new skills are required to perform a task, these new skills and competencies must be reevaluated, as well.

A Typical Example 

A paper-intensive and manual ordering process has been replaced by a software application that virtually eliminates paper from the process.  This will allow orders to bypass the customer service department and move directly into the fulfillment department.  Only exceptional cases will now be handled by the customer service department.  The clerical function of routinely double checking for correct orders and sales tax has been replaced by software.  Four things will happen:

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Topics: human capital, Human Resources, human asset management, performance management, performance review

Why You Should Integrate Job Descriptions Into Your Performance Review

Posted by Joanne Flynn

8/19/19 2:15 PM


As you prepare for a robust performance review discussion with your employee, you will likely encounter at least one of the following situations:

  • That’s not my job
    The employee who should be doing more tasks but has conveniently reshaped their job to include the functions they enjoy doing and eliminate the functions they don’t like or don’t know how to do
  • It takes two people to do one person’s job
    The employee who has the knowledge and skills to perform the tasks and responsibilities of the full job description but doesn’t have the confidence to do those tasks and responsibilities at 100%, on their own, without constant reinforcement from the manager or other employees.
  • The helicopter manager syndrome
    The employee who can perform their tasks and responsibilities when the manager hovers over them, but the minute the manager stops hovering, the caliber of the work slips again. This employee can do the job, but either can’t or won’t sustain peak performance on their own.

 

What do all these employees have in common?  They are all busy doing work but, when measured against the the job description benchmark, they all fall short of ideal performance. 

In a recent meeting with managers, we were discussing the elements of conducting a successful performance review meeting and the following questions came up:

  • How do we hold an employee accountable for increased performance?

  • What if the employee thinks they are doing a great job and doesn’t agree with us?

  • How do we keep the conversation from going around in circles and not achieving consensus or agreement on performance standards?


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Topics: Human Resources, human asset management strategy, job description, performance review

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