One of our latest blog posts highlighted the inevitable success that results when you align the right people with the right strategy.
We believe that by understanding that each person has a distinct talent you will frame how they will approach their interests and their work. We also believe that the greater a person’s ability to match his talent with his work, the better his attitude and by his extension productivity will be. In our experience, most organizations don’t encourage the time and effort it requires to provide this advantage, and we can provide some advice on how to make this happen.
You know the importance of aligning the right people with the right strategy, but do you know how to identify the right people? More to the point, do you know the questions that will yield the most informative responses during the interview process?
As a performance management system BLOOM® is an all-in-one tool that enables businesses to track and communicate their organizational, departmental, and employee goals. The latest round of updates builds further on BLOOM’s Roles and Goals modules to provide even more detail and faster access to the data human resources managers and executives need most often.
“Team” is a term that means something in the world of athletics, and it’s come to mean something in business, too. “Team” as it relates to sports is easy enough to understand; as it relates to business the concept is more nebulous. Is a group of staff a team, or is it merely a collection of people who happen to work for the same company? For a business team, what defines success?
By definition, a team is a group of people that has a common purpose, mission, or goal. Its members are interdependent, and they agree that they must work together and collaborate to effectively reach their goal.
It may be tempting to think of role descriptions as relatively unimportant documents compared to the many other tasks competing for your attention. In reality, though, role descriptions directly relate to organizational efficiency, growth, and success. Carefully written role descriptions guide the hiring process, help chart a course for employees’ future, and properly orient them to the overall strategy of your organization. A well-articulated, detailed role description is the foundation for aligning people with strategy.
Teddy Roosevelt once said that “the best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”
When you’re running a business, you need to be sure that the members of your team are right for the job and that the roles they fill are aligned with your overall strategy. That’s what we’ve been talking about in our last few posts, and now we’re shifting gears a bit to further explore how you can use assessments to guide employee development so that your people are consistently performing and form the team you trust to get the job done.
There’s nothing more disturbing or destructive than when employers avoid giving employees the true, honest feedback they need to succeed. Often the avoidance is more about maintaining a sense of control. It’s about the employer’s need to be liked or about their need to maintain their own sense of success as a manager—if they don’t focus on areas to improve, then everything must be fine!
Employees aren’t children with fragile egos, or if they are highly sensitive, then you need to determine whether they are the types of employees that you want to develop and manage. Employees need and deserve direct, adult feedback about their performance. They need to know how to adapt and improve, otherwise they’ll fail and eventually the organization will fail to meet its objectives, too.
As humans, we generally don’t have a clear, accurate self-perception because we often don’t stay focused on self-awareness activities. That tendency often gets in the way of development.
Before the economic downturn, SHRM reported in 2006 that 40% of workers were likely to change jobs when the economy turns. Has it happened? At Insight, we have used this statistic for years. What does it really mean? We believe that employees simply always want development and career advancement opportunities – no matter the times.
Think about why and how you use (or would use) a talent management system. Just to keep track of employee performance and compensation data? Consider the knowledge that data would provide if you connected it with your organization’s goals and initiatives. That’s what strategic alignment is all about – identifying the destination, the path, and the people to increase your chances of success.