The things my family does to me while I sleep, I swear.
In today’s struggling economy in which we diligently strive to stay on top, we all want to know that our jobs and our companies are secure. It’s a given that there’s no such thing as economic security anymore.
Whether you’re a regular employee or head of a flourishing major injury, you breathe a sigh of relief when inevitable economic factors such as downsizing, layoffs and high turnover pass you by. You abide by the credo of “one day at a time,” although you realize that for today, your job is secure. Next week, next month, next year may be a different story altogether. Let’s face it — these are uncertain times.
However, every day that you are gainfully employed and working to your fullest potential should be considered a blessing. Perhaps you even dream of someday being in a management role, thus helping to fulfill the agency’s goals and missions even more. Maybe you fantasize about having employees under you to supervise and inspire to propel the agency’s missions to the highest of heights. Either way, succession planning and talent management are important factors for every decision you make.
FOR BOSSES ONLY: Define Your Path
Suppose you’re already in a management position. If that’s the case, you want to insure that your business is never adversely affected by downward economic trends. We must always be prepared for the inevitable, including situations like retirement, death, or promotions of those in authoritative roles. What you must realize is that safeguarding your agency is contingent on strategic succession planning and top-notch talent management.
What does planning for the next folks in line and the proper management of talent entail? It simply means that you have to make a careful analysis and take inventory of your employees, evaluating their past and present contributions to your agency. You want to retain the workers who are committed, dedicated, motivated and perform their duties like nobody’s business.
FOR BOSSES ONLY: Evaluating Your Workers
No agency benefits from slackers, although each agency has a few — you know they type. They show up on the job, lazy, complacent, let others do the work for which you hired them, surf the web, punch out early, take extended lunch breaks — all while hoping you as his/ her boss are looking the other way. Maybe it’s the guy or gal in the cubicle next to you!
Take a long, hard look at them (discreetly, of course). If you are ever fortunate enough to be promoted to the executive level, he or she would be the first you should strike from your talent retention list! If they don’t take their employment seriously now, what could they possibly add in the future?
For the Future of Businesses All Over the World
Let’s examine some of the key features of what makes future planning and talented workforce management work. Below is just a partial listing.
A little closer… that’s it… Yup – your business is growing!
- Superior recruitment from the get-go of qualified, serious-minded candidates
- Keeping up with changing trends in technology and implementing the use in your industry
- Companywide training on ALL technology is essential (what good is it to install new programs if only a few regular employees/ managers can use it proficiently? New technology should not be foreign to anyone at your agency)
- New employees should be trained at the door and their skills and talents developed, enabling them to make valuable contributions early in their employment. Observe and train them early for potential future executive roles
- Identify slackers immediately! Of course, we want to give new employees an equal opportunity, but if he or she is clearly taking their job for granted, it’s time to make some changes. Counsel, give warnings and document on employee evaluations. Keep adequate records
- Identify the candidates with the highest potential – those who are noticeably more talented, more competent and more skilled (find their strengths!)
- Utilize great problem-solving and employee retention techniques
In addition to that list, you’ll want to make sure you take the proper precautions to ensure a happy and steady workforce. This mean starting off with an effective orientation of employees (especially those groomed for leadership roles), regular performance evaluations, and additional company paid training, education, and personal enrichment courses as related to the job at hand.
Pave the Way, Then Get Out of It
When you take the right measure to ensure an adequate succession planning and talent management process, you’ll find the “people” side of the business gets a little less confusing. Sure, there are an infinite number of personality combinations out there, but at least you can take good care of the objective side of things with your strategic employee plans. Keep it running and keep growing.