As a word of warning, there’s a good chance your organization’s engagement level could use a boost. Gallup research has revealed a downward trend in U.S. employee engagement to an 11-year low of 30%.

This article explains what employee engagement committees are all about and shares some examples and best practices that will help you implement or upgrade to one that flourishes at your organization.

Contents
What is an employee engagement committee?
HR’s responsibilities in an employee engagement committee
The purpose of an employee engagement committee
Employee engagement committee responsibilities
How to establish and run an employee engagement committee
Employee engagement committee company examples

What is an employee engagement committee?

An employee engagement committee is a group of individuals who are dedicated to forging a stronger connection between employees and the overall organization. The committee serves as a voice for the employee perspective and contributes ideas and solutions for strengthening employee engagement. Its presence demonstrates that employees matter to their employers.

The employee engagement committee participants are volunteers from various levels and departments across the organization who have a vision and passion for making the organization a better workplace. They strive to understand the root causes of employees’ frustration and apathy and devise innovative methods for addressing them.

These teams can be instrumental to an organization’s employee engagement strategy. While employee engagement surveys provide valuable data, they can only glean the information the questions cover, and they lack the nuance that dialogue offers.

Surveys won’t necessarily capture the underlying reasons for employees’ opinions and sentiments that affect engagement. Employee engagement committees offer an authentic take on your culture’s pulse and facilitate free-flowing discussions, creating a space for deeper insight and new ideas.

HR’s responsibilities in an employee engagement committee

HR should spearhead and supervise the employee engagement committee to provide support and ensure it remains organized and productive.

Specifically, HR’s responsibilities will incorporate the following:

• Selecting the committee members
• Ensuring that the committee establishes clear goals and objectives
• Facilitating meetings
• Providing employee survey data and insights
• Supporting committee efforts by allocating resources and promoting its initiatives
• Encouraging employee participation in engagement activities
• Overseeing any rewards and recognition programs
• Planning training opportunities when necessary.

The purpose of an employee engagement committee

The main purpose of employee engagement committees is to perpetuate an engagement philosophy throughout the organization and drive greater business success. They do this by helping employees feel more connected to the organization and motivated in their jobs.

Ideally, employee engagement committees will:

• Represent the employee perspective and be a voice for their wants, needs, and ideas (a Gallup poll showed that only about 30% of U.S. employees think their opinion matters at work)
• Uphold and foster company culture
• Bridge the gap between employer and employee by promoting communication and interactions between management and workers
• Boost morale with events, activities, and positive changes.

HR tip  

Employee engagement committees have the potential to be a conduit that strengthens the employee-employer relationship by championing transparency and building trust. This can create the type of culture that breeds motivated, content, high-performing employees who will positively impact customer satisfaction, as well as turnover and retention rates.

Employee engagement committee responsibilities

Employee engagement committee responsibilities range according to the group’s scope of influence and the organization’s goals.

Some common employee engagement committee responsibilities include:

•  Creating a community environment in the workplace that fosters a sense of camaraderie and belonging among employees
• Acknowledging and showing appreciation for employees’ efforts and accomplishments
• Empowering employees to express authentic feedback and monitoring that feedback
• Encouraging employee wellbeing and work-life balance
• Facilitating access to career progression opportunities
• Providing input for employee survey topics and questions.

How to establish and run an employee engagement committee

A successful employee engagement committee starts off on the right foot and is well led. However, not all committees will look or function in exactly the same way. Each reflects its organization’s unique purpose and workforce. Nonetheless, there are some general recommendations that can be widely applied.

Listed below are six best practices to guide you through starting or revamping your organization’s employee engagement committee:

Step 1: Define goals and objectives

As with any meaningful endeavor, you must begin with the end in mind. This means articulating what the employee engagement committee is meant to accomplish within the context of your workplace.

It’s up to HR to set well-defined goals and objectives that outline what the organization hopes to achieve through the committee. For example, boosting morale, increasing retention, cultivating a more cohesive culture, or enhancing two-way communication between leadership and employees.

Assuming they’re aligned with organizational goals, HR strategic plans can be a starting point and good resource for ideas on the committee’s objectives. Once you have some concepts in mind, meet with one or more high-level leaders to explain the employee engagement committee benefits, get their buy-in on the committee, and hear their thoughts on employee engagement.

With senior management onboard, you can start gathering more input to find out what expectations others will have for the employee engagement committee.

Step 2: Select committee members

The next step is for HR to get the word out about the committee and fill it with willing and capable participants. The size of the committee should be large enough to have diverse representation. However, it should not be so large that not everyone has the chance to be heard and coordinating schedules becomes unreasonable. A sufficient number is often 8-12 individuals.

Narrow down the interested parties by conducting interviews or selection discussions. Look for potential participants who are enthusiastic about the organization yet still in touch with their coworkers’ views and attitudes. Committee members should have a positive outlook and serve as ambassadors for the organization but also have a vision for how it can evolve into a more engaging workplace.

Ensure the committee is made up of a diverse group of individuals, regardless of title or tenure. They should represent a variety of departments and job levels. It is crucial to get viewpoints from across the organization, especially frontline workers who are not decision-makers but responsible for carrying out the day-to-day operations.

Step 3: Define committee structure

An established employee engagement committee structure will help it run smoothly and keep the group focused and productive.

HR must also help the employee engagement committee define its scope and understand how it will go about accomplishing its goals. Group discussions will be the fundamental component of meetings, but the committee must take action as well.

Decide what this will look like. For example, planning activities and events, proposing new initiatives and programs, recommending policy changes or new amenities, etc. Whatever is decided on can be expressed in an employee engagement committee mission statement.

Step 4: Facilitate and support

HR must work hand-in-hand with the employee engagement committee. This starts with allocating the financial and other resources it needs to function. For example, assigning a budget for the committee and securing a physical location or ensuring remote connectivity for meetings.

Other ways HR can align with the committee and support its efforts include:

• Fostering an environment of trust in meetings by reinforcing confidentiality and offering everyone a platform to share their input
• Informing leadership of the committee’s progress by providing updates and reports
• Forming a connection between the committee and leaders by inviting them to drop by meetings and take or ask questions
• Incorporating committee suggestions into trainings or other HR activities
• Creating visibility for the committee by highlighting their ideas and success stories via internal communications
• Equipping the committee with the proper resources by asking members what type of support they need.

Step 5: Provide data and insights

HR data is a crucial resource for the employee engagement committee to build on. It can use insight from employee performance metrics, employee surveys, retention rates, and other HR related statistics to identify what the committee should address. Knowing which areas are most concerning for the organization and employees means the committee can focus on initiatives that will bring the greatest value.

Step 6: Encourage ongoing employee engagement

While the employee engagement committee is working in the background, HR must remain a crucial contributor in fostering employee engagement in the workplace.

Here are some of the many ways HR can reinforce ongoing employee engagement:

• Launch an awareness campaign that emphasizes the importance and organization’s commitment to maximizing employee engagement
• Persuade leaders to share with employees what is being worked on at the highest levels and where the organization is headed
• Review the onboarding process for opportunities to make a better first impression and connection with new hires
• Implement an employee rewards and recognition program
• Coach managers on how to provide feedback and better listen to and communicate with team members for more meaningful interactions.

HR tip 

Establish high expectations for the employee engagement committee and hold it accountable for accomplishing tasks and goals. Set definitive deadlines and give individual members a sense of ownership over their responsibilities.

Once employees can feel the impact of engagement efforts, the momentum builds and compels more engagement. This can also lead to more individuals developing an interest in being part of the employee engagement committee.

Employee engagement committee company examples

Plenty of organizations have vibrant and productive employee engagement committees. Many of their accomplishments remain behind the scenes within the company, but the creative and team-building activities that employees take part in are often on full display.

Here’s a quick look at four real life examples:  

1. James Hardie: The employee engagement committee at the corporate office of this global building materials manufacturer enriches company culture. It plans fun weekly events to bring employees together and foster camaraderie and collaboration. 
2. Dearborn Group: This insurance products and services company’s employee engagement committee has a mission to promote well-being for employees and their communities. In addition to planning social occasions, the committee organizes a variety of volunteer opportunities for employees to donate money or spend time serving charitable organizations in their communities.
3. BlueTriton Brands: Brightening employees’ days is what this water products supplier’s employee engagement committee strives for. They make sure people have something fun to look forward to when they come to work, such as a free meal, an ice cream truck, or a golf tournament. 
4. Harvard Law School: Employees of this university have multiple learning and connection events to choose from throughout the year. These consist of communication workshops, mock classes, social gatherings, cultural celebrations, and many other opportunities.

To sum up

When employees feel invested in their employer, they are more compelled to put out their best effort. A purposeful and well-supported employee engagement committee will take an active role in creating a positive environment and influencing corporate decisions that link employees to the organization. The committee’s efforts and achievements can inspire the kind of healthy workplace atmosphere that shapes a more satisfying employee experience.

HR is paramount to every organization’s employee engagement endeavors. Setting the right foundation and providing ongoing tactical support and encouragement for the employee engagement committee is one worthwhile path HR can take toward building a more connected and fulfilling culture.

The post How To Form an Employee Engagement Committee (+Examples & Best Practices) appeared first on AIHR.

In another study highlighting the significance of succession planning for nurturing internal talent, it was found that among Fortune 500 companies, only 54% of boards were actively developing a successor for their CEO. And 39% had zero suitable internal candidates who could immediately fill the role.

Staring at a blank page to craft your succession plan can be daunting. But there’s a shortcut: Learn from the successes and failures of other companies. Read on to discover practical examples of succession planning and learn how you can apply effective strategies and avoid pitfalls.

Contents
What is succession planning?
What are the goals of succession planning?
Building the succession plan model
6 succession planning examples
Common mistakes to avoid in succession planning

What is succession planning?

Succession planning is all about having a game plan for when key people in your organization move on. This could be due to retirement, a promotion, or even an unexpected departure.

It involves identifying talented individuals and preparing them for future leadership roles. This benefits both high-potential employees, who see a clear career path forward, and the company, which retains knowledge and experiences through smooth leadership transitions.

HR plays a crucial role in identifying strong internal candidates, overseeing development programs, and facilitating career discussions. To ensure a robust pipeline, HR should also proactively keep an eye out for external top-tier talent to build a talent database.

Why is succession planning so important? It’s crucial for business continuity and future success. It helps minimize risk and disruption by ensuring a seamless transfer of knowledge and expertise when key personnel depart. Succession planning also serves as motivation for top-performing employees by offering a clear career path and showing the organization’s dedication to long-term planning for different scenarios.

What are the goals of succession planning?

As with any HR initiative, your main objectives should be focused on achieving business outcomes that benefit your organization and its team – and succession planning is no different. 

Here is a list of success planning objective examples to help you kick off your planning:

1. Identify the positions and skills most critical to your organization’s success
2. Find high-potential employees and nurture them for future leadership roles
3. Offer clear career paths, growth opportunities, and recognition to retain your best people
4. Ensure smooth transitions and business continuity by having qualified internal candidates ready
5. Identify underperformers or those whose goals don’t align with the organization and take necessary actions
6. Foster transparency throughout the process to avoid anxiety and fear in leaders who may feel threatened by potential replacements.

Building the succession plan model

Now that you’re clear on your main objectives, the next step is to build a succession planning model. The cornerstone of effective succession planning is a structured approach to building a culture of leadership development.

By using a robust framework or model you can identify critical roles and align development plans to ensure a pipeline of qualified talent is nurtured and prepared to step into key positions when needed.

Set SMART succession planning goals

Once your succession planning model is in place, it’s time to set your goals. By using SMART succession planning goals, you can ensure that your planning efforts are focused and measurable, leading to a ready pool of qualified talent for future leadership roles.

Here’s how to frame your SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) for effective succession planning:

• Specificity means clearly defining what success looks like in developing talent. For example, a SMART goal could be ‘to train three high-potential employees for leadership roles within the next 18 months.’
• Measurability refers to tracking progress toward goals. This could involve metrics like the number of training hours completed or readiness for a promotion based on assessments.
• Achievability relates to setting ambitious but attainable goals. When setting your goals, consider the resources available and the capabilities of your employees.
• Relevance means ensuring your goals align with both employee development needs and the organization’s future leadership requirements.
• Time-bound means setting deadlines for achieving development milestones to ensure you keep the process on track.

6 succession planning examples

Sometimes, looking at others’ mistakes can be more instructive than studying their successes. That’s why we’ve included hits and misses in this list. Let’s take a look at a few examples of where companies get succession planning right and where they go wrong—beginning with the most important role in any organization: Your CEO.

Example 1: P&G CEO transition, take two

Successful transitions in the key role of CEO are difficult – take it from a company with a well-deserved reputation for excelling as an incubator of C-Suite talent.

P&G (Procter & Gamble) is known as a frontrunner in employee development and fostering future leaders, and the metrics back this up. At P&G, new employees rotate through different roles, averaging five within 10 years, and almost all senior leaders (99%) are internally promoted.

So, when legendary CEO Alan G. Lafley retired in 2010, no one imagined he’d be back in the same role just four years later after his successor Robert McDonald stepped down following disappointing financial results.

Example 2: The Coco-Cola Company CEO debacle

Even the corporate giants make succession mistakes—just ask the Coca-Cola Company. While this is not a recent event, it remains instructional.

In 1999, Doug Ivester resigned after only two years as CEO of Coca-Cola. Why? Despite having been a highly effective CFO at the business and being personally mentored by Roberto Goizueta, the previous CEO, for over 10 years – Ivester simply lacked the critical leadership skills required for the role.

When Goizueta passed away unexpectedly, the board promoted his protégé to CEO, believing this was in line with their former leaders’ wishes. During Ivester’s brief tenure, it became evident that he was insensitive to socio-political contexts and was unable to address stakeholder concerns.

The resultant impact included mishandling the company’s greatest health scare (which involved children in Belgium falling sick) and the loss of business in Europe as a result of not tackling the anti-Americanism sentiment of some executives in that region. This provoked the resignation of Coke’s highest-ranked African American executive, which caused an uproar. It was evident that while Ivester may have been a good manager, he was not a capable leader.

Example 3: Starbucks CEO succession planning missteps

Starbucks’ recent CEO transition highlights the critical, often overlooked, importance of effective succession planning. Howard Schultz’s three stints as CEO, punctuated by struggles to find a suitable successor, showcased a company grappling with this fundamental responsibility.

This was summarized by Gautam Mukunda, an Assistant Professor at Harvard Business School, who quipped, “Howard, you have a lot of amazing skills, but maybe picking a successor isn’t one of them.”

In 2022, when Kevin Johnson announced his retirement following five years at the helm as CEO, Schultz stepped back into the role on an interim basis. Schultz publicly stated that the company was not considering internal candidates for the permanent CEO position.

The business justified its external search by citing the need for fresh perspectives to tackle new challenges. However, this decision sparked criticism from some commentators, who claimed that this was a failure on Starbucks’ part in both succession planning and leadership development.

HR tip

Looking inside or outside? Research shows that at least 30% of newly hired executives fail in their first 18 months due to poor culture fit. That’s why many experts on CEO succession suggest that internal candidates are the preferable choice.

Example 4: PepsiCo CFO succession success

If finding a successor to your CFO is keeping you up at night, you’re not alone. CFO turnover has hit an all-time record, with stats showing that CFO turnover is at its highest in a decade in the US and Europe, and one-third of FTSE 100 companies hired new CFOs last year.

In an interview on how to prepare for the CFO role, a former Chief Financial Officer of Global Operations at PepsiCo, Arun Nayar, shared his insights. A few years into his role in the treasury department at PepsiCo, Nayar realized that to progress higher within the organization, he’d need to enhance his financial expertise with operational know-how.

To gain that experience, he lobbied the company’s leaders to give him a lateral role overseeing finance in the global operations division, an area of the business he knew nothing about. “When I went into those meetings, it was a different language,” he explained. “That was my steepest learning curve. It put me in the deep water, and I had to swim or drown.”

The experience was crucial in helping him achieve his goal of becoming a CFO, and it prompted him to establish the ‘No Fear Club,’ where he continues to guide other up-and-coming finance professionals.

Case study: Operational management succession success at Toyota New Zealand

Former CEO of Toyota New Zealand, Alistair Davis knows a thing or two about succession planning, with a career that spanned more than 40 years with the company.

Speaking as CEO, he said, “We always look internally at the management level. In the last twenty years, there have only been two external management appointments. Succession planning has always been important to Toyota New Zealand; we’ve always had that mentality. I was groomed into the role of chief executive over several decades.”

The company is highly committed to the development of its employees and conducts 360-degree annual reviews at the management level and above. Another crucial aspect of succession planning is the emphasis on ongoing education. This includes company-specific training, on-the-job learning, and encouragement for further tertiary education.

“While we obviously try to marry talents to positions, it is my feeling that to be a successor or land a management role, our people require broad and proven experience across all areas of the business,” said Davis.

Example 5: How Unilever grows its future leaders

Fast-moving consumer goods multinational company Unilever takes a long-term view on developing future leaders, as one former HR executive confirms.

Jade Wright-Komal, secured a place on the coveted Unilever Future Leaders Program (UFLP) after graduating from university. Within three and a half years, she was promoted to her first management position.

Wright-Komal explained how the program accelerated her HR career: “During this period, I gained both breadth and depth of HR professional skills, having held roles within Expertise specialist teams as well as in HR Business partnering. Upon completing this program, I was promoted to an HR leadership position as HR manager, partnering with a large manufacturing site within a unionized environment. In 2020, I was promoted to HR Director for Africa. I also passionately led the Equity Diversity and Inclusion agenda across Africa.”

Example 6: How ASHE is filling the gap for specialized roles

What protects a hospital against fire? What happens when a hospital loses commercial power, and how are surgical instruments sterilized?

Hospitals rely on specialized staff, with facility managers playing a critical role in overseeing factors that can mean the difference between life and death. However, succession planning for these crucial positions is often neglected.

The American Society for Healthcare Engineering (ASHE) is attempting to address this gap. ASHE President Philip Stephens identifies two key challenges: A lack of clear career paths for aspiring facility managers and the impending retirement of many baby boomers currently holding these posts.

Stephens explains, “I’ve seen positions stay open for a year, and the department loses a tremendous amount of continuity and productivity in the meantime. Things just stop.”

Successful facility managers demonstrate excellence in various areas, including project management, budgeting, industry codes, and operations management. They also need to comprehend how different systems, such as HVAC, electrical, fire, and sprinkler systems, function within a healthcare environment. Additionally, they require strong, soft skills to be effective leaders.

Hospitals today face a shrinking pool of qualified candidates to fill these specialized roles. To address this challenge, ASHE has adopted a long-term view focused on developing the next generation of healthcare facility professionals.

Common mistakes to avoid in succession planning

To ensure smooth leadership transitions and maintain a strong pool of talent for succession, it’s important to avoid common mistakes when developing your succession plan:

• Don’t be short-sighted: Develop a long-term plan for future growth and leadership gaps; don’t just focus on current needs or emergencies.
• Don’t use a one-size-fits-all approach: Tailor development plans to specific roles and employee aspirations. Not all high-potential employees crave promotion, so engage them to understand their personal aspirations and career goals.
• Don’t neglect development: Provide opportunities for high-potential employees to gain the skills they need and equip them with training, mentoring, and challenging assignments.
• Don’t overlook internal talent: Seek and develop your internal talent before looking externally.
• Don’t let your plan gather dust: The needs of business and employees are dynamic, and your plan should be, too. Review and update it regularly to remain relevant.
• Don’t keep succession planning a secret: Play open cards with employees to manage expectations and build trust.
• Don’t make empty promises: Be transparent about promotion timelines – unrealistic expectations can lead to discouragement.

HR tip

Counteract fear and insecurity. Succession planning may cause unease among current leaders who fear it signifies their departure, leading to secrecy and hindering the process. Here’s how to break the cycle:

• Make employee development a core value by investing in development programs for all employees, not just those on a predetermined leadership track
• Appoint vice presidents as deputy roles to your senior leadership across departments
• Embrace transparency by openly communicating succession goals and the process itself to reduce anxiety and build trust.

To sum up

Studying succession planning examples from successful companies can help HR professionals benchmark their strategies and discover best practices for developing talent pipelines and preparing future leaders. Embracing best-in-class ideas can spark innovation and guarantee that their initiatives effectively support the growth of outstanding talent.

FAQ

The post 6 Succession Planning Examples From Companies (the Good & the Bad) appeared first on AIHR.

This small but powerful shift in the workplace empowers employees to reach their potential, perform at their highest level, and align their professional goals with organizational ones. But what is performance enablement, and how does it differ from performance management?

This article will explain performance enablement, provide examples of enablement in action, and explain how to measure the effectiveness of the performance enablement strategies.  

Contents
What is performance enablement?
Performance enablement vs. performance management vs. people enablement
The performance enablement model explained
Example of performance enablement: Sales enablement
What are the benefits of performance enablement?
How to measure the impact of performance enablement
FAQ

What is performance enablement?

Performance enablement offers employees ongoing support, tools, and real-time feedback to empower them to continuously develop their skills, achieve their goals while contributing to organizational goals, and progress in their careers.

Performance enablement is considered an improvement over the typical quarterly, semi-annual, or annual performance review. When employees have the tools, skills, and support they need to maximize their work performance, they are more likely to perform at a higher level and exceed expectations. The ultimate goal of performance enablement is to maximize every employee’s potential so both employee and business thrive.

Performance enablement vs. performance management vs. people enablement

The performance enablement model explained

What type of model is performance enablement? The performance enablement model by Colquitt and Goldberg 2021 offers a framework that aims to improve employee performance, consisting of three main steps:

1. Guidance, direction, and goals
2. Coaching, feedback, and support
3. Ongoing development.

How it works:

• Each employee has their current performance and ultimate potential assessed
• Their manager discusses the company’s goals with them and offers guidance and direction on the business’s top priorities
• Both parties then determine how employee targets can align with company goals
• They discuss what will motivate the employee to meet these goals 
• Through a mix of coaching and feedback, the manager helps the employee overcome obstacles to achieve their goals and realize their potential
• The employee gains access to resources that facilitate constant growth and development.

HR tip

HR can play a key role in empowering managers by helping them to focus less on operational tasks and instead guide them in successfully coaching their team to get results. Practical, scenario-based training will support managers in becoming effective coaches who collaborate with their employees.

Example of performance enablement: Sales enablement

Performance enablement can have a positive effect on sales performance. Sales enablement is important because it drives sales, which then helps to drive any business forward. Marketing and sales software solution provider HubSpot is a good example, having implemented a detailed sales enablement program that included:

• A sales enablement team that worked closely with the sales leadership, marketing, and product teams to align their goals and strategies and offer support and guidance to their sales reps
• A platform that gave salespeople access to helpful content that could educate and persuade existing and prospective customers
• A certification program that tested their knowledge of HubSpot’s products and features in order to demonstrate employee expertise
• A coaching program that paired sales reps with experienced sales coaches and gave them helpful feedback and advice to improve their skills and overcome challenges
• An analytics dashboard that tracked and measured key metrics of the sales enablement program. This includes certification completion, sales productivity, conversion rates, and revenue growth.

This sales enablement program resulted in:

• A 50% increase in sales reps who met or exceeded their quota
• A 22% increase in average deal size
• A 27% increase in annual contract value
• A 131% increase in customer lifetime value
• A 202% increase in revenue per sales rep.

The sales enablement program helped HubSpot’s sales teams deliver better results and customer experiences. It also helped individual sales reps increase their productivity, aligning with HubSpot’s overall business strategy and vision.

What are the benefits of performance enablement?

Employee benefits

• Skills development: Performance enablement makes it easier for employees to develop their professional skills to meet their targets.
• Hidden potential discovery: Performance enablement encourages employees to think strategically, clarifies their goals, and provides a framework for realizing their full potential.
• Greater sense of belonging: Aligning employee and business goals gives them a greater sense of belonging and purpose at work.
• Improved employee engagement and satisfaction: When employees have the opportunity to develop their skills, progress in their careers, and do meaningful work, they feel valued and are happier at work.
• Burnout prevention: A performance enablement plan ensures employees have a clear roadmap at all times of what they need to achieve with actionable steps so they can better manage their time.

Business benefits

• Easier to meet organizational targets: When employees have regular and actionable feedback and the necessary tools to achieve their goals, they can meet targets more easily.
• Greater attractiveness to job seekers: Younger job seekers, in particular, will be more attracted to the flexibility performance enablement offers.
• Higher revenue and profit: Gallup found that organizations prioritizing employee development report 11% greater profitability and improved employee retention.
• Increased employee retention: Continuously encouraging employees to develop their skills and progress in their careers in one organization and facilitating in-house mobility helps reduce turnover.
• Enhanced innovation: Performance enablement gives employees access to cutting-edge ideas, resources, and courses that boost innovation, giving the business a competitive edge. According to Deloitte, companies that strategically invest in learning are 92% more likely to innovate through new products and processes.
• Collective knowledge building: Encouraging employees to share their knowledge and expertise with the entire organization allows everyone to draw on this collective knowledge, which future-proofs the business for when talent leaves.

How to measure the impact of performance enablement 

There are several ways to analyze the effectiveness of your performance enablement strategies. These include tracking overall productivity, goal achievement, employee engagement, and retention rates. You can also measure other relevant metrics. In our HubSpot case study, for example, Hubspot tracks sales quota, deal size, revenue, and average annual contract value.

Here are some of the most common relevant metrics, what they measure, and how to use them: 

• Turnover rate: To determine your company’s turnover rate for a specific period, you divide the number of terminated employees by the number of employees you had at the beginning of that period. The turnover rate gives you a solid idea of the rate at which employees leave your organization, which can be compared with averages in your industry to see where your company stands.
• Employee retention rate: Refers to how well your organization can retain a consistent workforce over a specific period. You’d calculate it by taking the total number of employees at the start of this period, subtracting the number of employees who left during this time, dividing this figure by the total number of employees, and then multiplying this figure by 100.
• Employee Net Promoter Score (eNPS): eNPS helps an organization assess how likely employees are to recommend it as a great place to work, which indicates how satisfied and engaged they are. HR typically uses a standardized eNPS questionnaire to measure this, using a scale of 0 to 10 to ask each employee to rate how likely they are to recommend the company to others.
• Productivity: You can measure productivity in multiple ways. This includes dividing output by input, gathering 360-degree feedback from different team members, deploying time tracking and project management software, and using management by objectives (MBO). 
• Employee engagement: This metric tells you how engaged your organization’s employees are, which indicates how satisfied they are with their individual roles and the workplace in general. HR normally tracks engagement through methods like engagement surveys, pulse surveys, eNPS, interviews, and turnover and absenteeism rates.

HR tip

Help managers and employees leverage performance data so employees are held accountable and can see how their performance contributes to organizational goals. With this data, you can also help managers to identify skills gaps and learning opportunities, offer tailored coaching, and recognize good performance.

To sum up

Performance enablement goes beyond the traditional approach to performance management and quarterly, semi-annual, or annual performance appraisals. It continually supports employees, helping them achieve their goals and align them with those of the organization.

By adopting this approach, you can help all your company’s employees improve their performance and reach their highest potential, all while boosting employee engagement, satisfaction, and retention.

FAQ

The post What Is Performance Enablement? [+ Real-Life Examples] appeared first on AIHR.

However, by identifying the warning signs, you can recognize whether employees are disgruntled and take the necessary action to prevent adverse effects. When you understand why employees become disgruntled, you can take steps to prevent this from happening in your organization.

Contents
What is a disgruntled employee?
How to identify a disgruntled employee
Why do employees become disgruntled?
How to handle disgruntled employees
6 steps to prevent employees from becoming disgruntled
Measuring the success of your efforts
FAQ

What is a disgruntled employee?

A disgruntled employee — also known as a disgruntled worker, dissatisfied employee, or disengaged employee — is someone in the organization who is unhappy or discontent with their employer, team, or aspects of their job, which then affects their professional performance. This could be due to an isolated incident at work, a series of events, or a personal issue they’re dealing with.

Common reasons for employees’ disgruntlement are dissatisfaction with their salaries, overwork, and limited career development prospects. Instead of voicing and addressing their concerns with management, disgruntled employees bottle up their feelings or share their negative views with co-workers. This can affect the entire team’s morale and perpetuate more negativity.   

How to identify a disgruntled employee

Identifying a disgruntled employee can help you prevent a problem from escalating and potentially resolve conflict. As an HR professional, you can mitigate potential issues by looking out for the following warning signs:

• A noticeable drop in productivity and work quality: The employee starts making frequent mistakes, leaving tasks incomplete or even undone, missing deadlines, or failing to meet KPIs or OKRs.
• Sudden, persistent tardiness or more frequent absence: The employee suddenly and more often is late to work or meetings or calls in sick significantly more often than before.
• Decreased interest in or contribution to meetings and discussions: The employee stops sharing their opinions in a collaborative environment and doesn’t seem interested in getting involved in the conversation anymore.
• Lack of cooperation/increased resistance and defensiveness: The employee becomes unwilling to do what their colleagues or managers ask of them. They also start showing more resistance and defensiveness to suggestions and feedback.
• Negative feedback from other team members: The employee is experiencing conflict with one or more team members or not pulling their weight, resulting in other team members having to take on their work. 
• Decreased communication/increased aloofness: The employee’s demeanor changes, and they become sullen or cold, even towards team members with whom they normally get along well.

Why do employees become disgruntled?

There are many possible reasons why employees become disgruntled at work. Common causes include:

Low remuneration

Employees who feel strongly that their employer isn’t compensating them adequately for their work can easily become dissatisfied with their roles. This is one of the most common reasons an employee becomes disgruntled.

HR tip

Review and adjust compensation packages regularly to reflect industry standards and individual performance. Also, be transparent about how remuneration is determined and offer additional benefits where possible.

Low job security

Employees can experience job dissatisfaction if they feel their employer could terminate their employment at any time. Without job security, it’s impossible for employees to commit properly to the job.

This uncertainty may stem from various sources, such as frequent restructuring, ongoing redundancies, or a volatile industry landscape. The fear of unexpected job loss can lead to decreased morale, reduced productivity, and overall disengagement. 

HR tip

How frequently does your organization communicate business changes to its workforce? Organizing Town Hall Meetings or quarterly company meetings where leadership and department heads discuss upcoming changes and company updates can help keep employees informed and engaged.

Limited career progression or personal development opportunities

When employees see no clear path for growth within the organization, their motivation and engagement levels can plummet. This sense of being “stuck” can arise from several issues, like a lack of promotions, inadequate professional development programs, or insufficient feedback and mentoring.

Over time, these factors can lead to a high turnover rate as employees seek growth and development opportunities elsewhere.

HR tip

Do you have a career progression framework in place? Define clear career paths, set measurable milestones, and outline the skills and experiences needed for advancement. Additionally, provide individual development opportunities, such as training programs, workshops, and mentorship programs, to help employees acquire new skills and prepare for future roles.

Insufficient support from supervisor/colleagues

Employees can feel overwhelmed and isolated if supervisors or colleagues don’t provide them with enough support to perform their roles successfully. This can lead to burnout and reduced job satisfaction. Lack of support could also stem from a work culture that does not actively encourage collaboration or helping one another.

HR tip

Develop and implement a mentoring program to match supervisors with new hires or struggling employees. This should include regular one-on-ones between supervisors and employees to assess what is and isn’t working and how supervisors can better support employees. Some employees may need further training and development or additional resources to perform better at work—such a program could help supervisors uncover and address any such gaps in employee support.

Lack of work-life balance

Everyone needs a healthy balance between their work and personal lives. Without this, employees will eventually burn out, which will have a knock-on effect on their performance and happiness at work. 

HR tip

To help your company’s employees maintain a healthy work-life balance and prevent burnout, implement policies that promote taking short, frequent breaks or slightly longer lunch breaks (e.g., 45 minutes instead of half an hour). You can also give employees access to resources like mental health support, which can go a long way in minimizing stress and preventing burnout.

Lack of professional recognition

Employees can easily become unmotivated and disgruntled if their employer doesn’t acknowledge or reward their achievements. This causes them to feel unappreciated and may lead to decreased productivity and lower quality of work, in turn affecting the rest of their team.

HR tip

As an HR professional, you can help develop an employee recognition program to ensure your company acknowledges and rewards employees’ achievements and contributions. This will boost employee morale, increase productivity, strengthen company culture, and improve the company’s employee retention rate.

Poor management

Employees often leave managers, not companies. A manager’s behavior, communication style, and lack of support can significantly impact employee satisfaction and morale. Employees who feel unvalued or unsupported by their direct superiors are more likely to become disgruntled.

HR tip

Introduce a training program centered around emotional intelligence, effective communication, and leadership skills for managers. By helping managers to relate better to their employees, you can help foster a more supportive, appreciative management culture. You can also provide an employee feedback platform that can help HR identify and address any issues as early as possible.

Personal issues 

Personal issues can significantly impact an employee’s performance and overall job satisfaction. Factors such as family problems, health concerns, or financial difficulties can cause stress that spills over into the workplace. When employees struggle with personal challenges, their focus, productivity, and engagement can suffer. 

HR tip

Develop a total wellbeing strategy that covers all areas of employee wellbeing — from mental and physical wellbeing to career and financial wellbeing.

How to handle disgruntled employees

Handling disgruntled employees can be tricky, especially as each person and scenario tend to differ. Here are some tips for how HR can handle disgruntled employees and reach favorable resolutions.

• Offer counseling and communication: Take time to talk and listen to each disgruntled employee in order to understand the root of the problem.
• Provide conflict resolution: Be open and fair when discussing potential solutions to the problem with both the employee and their supervisor/manager. 
• Document everything: Document all discussions, warnings, and disciplinary actions so there’s a formal record in place. This can help you better handle similar situations in the future and protect you from legal battles.
• Follow up: Make time to regularly check in with the employee and their supervisor (either weekly or fortnightly) to monitor the situation. This will help you determine if there’s been any progress.
• Remain flexible: The resolution plan must be adjusted depending on how the employee responds.

6 steps to prevent employees from becoming disgruntled

Step 1: Foster open communication

Encouraging employees to provide open, honest feedback makes them much less likely to suppress their feelings. This allows you to address their concerns sooner rather than leaving them to fester.

Conducting employee surveys regularly is a great way to communicate with your workforce proactively. This could include an employee satisfaction survey. 

Step 2: Offer professional development opportunities

One of the best ways to prevent employees from becoming disgruntled is to offer them plenty of career progression opportunities. As technology rapidly evolves and industries change, employees need a growth mindset and new skills to adapt to their organizations.

HR can play a key role in facilitating this mindset and professional development by helping employees understand their current skills, set new goals, and create learning plans. HR can also offer employees valuable feedback and mentorship so they can progress within the organization. 

Establish a professional development plan (PDP) for employees at all stages of their journey in your company, which will act as a roadmap for their career progression. 

Step 3: Recognize and reward contributions

Many employees become disgruntled because their employers don’t recognize or reward their positive achievements. This is why your organization should build a culture of recognition at work — you can implement a total rewards strategy, which uses an effective, inclusive rewards package that combines compensation, benefits, wellbeing, recognition, and development.

This can motivate the workforce to achieve their potential and grow within the organization. By building a workforce of engaged, satisfied, and motivated employees, you can help improve business performance and achieve organizational goals. An effective total rewards strategy will motivate employees to be more productive, remain with the company longer, and attract new top talent. 

HR tip

Conduct a rewards audit to assess your organization’s current total rewards strategy. This allows you to determine whether the strategy ensures that the company’s reward systems are effective, equitable, and aligned with business goals.

Step 4: Ensure a healthy work-life balance

Wellness incentives can increase productivity and morale, and reduce absenteeism at work. Wellness programs that address physical, mental, emotional, financial, social, professional and intellectual wellness can promote a culture of wellbeing in your company. This includes offering employees counseling, mindfulness sessions, healthy snacks, gym memberships, financial management seminars, or company retreats. 

Flexible work policies are on the rise and can make a huge difference to employees who are balancing other responsibilities, such as children, caring for a sick family member, long commutes to work, or disabilities. A hybrid work schedule offers the best of remote and in-office working, providing greater flexibility without compromising face-to-face interaction with colleagues in an office environment.

Step 5: Set up a process to promptly address issues 

HR can set up a formal process for dealing with disgruntled employees, with the ideal outcome being problem resolution and restoration of employee happiness.

Start by reviewing the situation involving a disgruntled employee to determine its severity. Where necessary, facilitate meetings between employees and managers. You and the manager should hear the employee out and calmly respond during the meeting. As the HR representative at the meeting, remain empathetic and objective when hearing both parties’ concerns.

Once the meeting is concluded, offer solutions to resolve the issue. In more severe situations, an employee may want to file a formal complaint — such as concerns with their manager or company policies. HR will need to present when an employee lodges a formal complaint. 

Step 6: Offer competitive compensation and benefits

If your organization’s employees consistently express dissatisfaction with their compensation in employee surveys, you must reassess the company’s compensation and benefits package. Matching what your competitors offer is a good start, but that alone may not solve the problem. 

Employees are equally interested in benefits such as health insurance, pet insurance, sick pay, paid vacation time, and more. It’s worth conducting an employee survey to understand what they value most, though this will vary from one employee to another.

Measuring the success of your efforts 

Here are some HR metrics you can use to measure the effectiveness of your plan for spotting and preventing or minimizing instances of disgruntled employees:

• Turnover rate: The turnover rate refers to the number of employees who have left the organization (voluntarily and involuntarily) within a specific period, divided by the number of employees the company had at the start of that period. It’s important to note that new hires — anyone hired in the last 90 days — are not included in this equation. This figure gives you an indication of the rate at which people leave your organization. 
• Employee retention rates: Employee retention rate is the total number of employees at the end of a set period of time, divided by the number of employees at the start of this period, then multiplied by 100. This can be calculated for any period of time, or following a period of significant change within the company to assess the effect of this change. This metric offers insight into an organization’s ability to retain a stable workforce.
• Productivity: Productivity can be measured in many ways. You can do so by taking your output and dividing it by your input, using online time-tracking and project management software, gathering 360-degree feedback, or through management by objectives (MBO). 
• Employee engagement: This metric is typically measured by assessing information gathered from annual engagement surveys, pulse surveys, eNPS, one-on-one interviews, stay interviews, turnover rate, and absenteeism rate. 

To sum up

Just one disgruntled employee can have a negative impact on your entire team and compromise business performance. Taking steps to prevent and appropriately handle disgruntled employees is the best approach to minimizing disruption and bringing your disgruntled workers back into the fold.

At the same time, measuring your progress and pivoting your strategy accordingly will ensure an effective process that reduces the chances of employees becoming disgruntled. 

FAQ

The post 6 Steps To Prevent and Handle Disgruntled Employees appeared first on AIHR.

When an employee consistently fails to meet company standards and expectations or falls short of their KPIs and OKRs, a letter of reprimand might be necessary. In fact, understanding how to write and deliver an effective letter of reprimand is essential for maintaining workplace standards and promoting a productive, respectful environment.

Contents
What is a letter of reprimand?
How does a letter of reprimand differ from a letter of concern?
4 types of employee reprimands
Why might an employee receive a letter of reprimand?
HR’s role in an employee reprimand process
How to write a letter of reprimand
Letter of reprimand examples
How to reprimand an employee

What is a letter of reprimand?

A letter of reprimand is a formal document and official warning that’s typically part of a progressive discipline process. An employer would issue this letter to a constantly underperforming employee after they’ve ignored their manager’s repeated informal feedback regarding their subpar performance.

Such a letter usually highlights specific instances of poor work performance, unprofessional behavior, or misconduct. It details the nature of the problem, expectations for future behavior or performance, and potential consequences should the employee not heed this warning. The goal is to show the employee that the business takes their actions seriously and provides feedback and an opportunity for improvement.

This letter of reprimand is placed in the employee’s personnel file, sometimes for reference in future evaluations or disciplinary actions. It is a crucial step in maintaining workplace standards and ensuring employees understand the implications of their actions. By documenting this reprimand, the employer establishes a record that can justify further disciplinary measures if necessary.

How does a letter of reprimand differ from a letter of concern?

4 types of employee reprimands

A letter of reprimand should not come out of the blue. Instead, it should be the next step in an established process based on a progressive discipline policy. In other words, you shouldn’t issue a formal letter of reprimand before giving an underperforming employee at least one verbal warning.

This approach allows a manager to discuss the issue and potential solutions without having to issue a formal reprimand, giving the employee a chance to improve before the situation escalates.

However, although this is an informal step, you should document all the relevant details of the incident(s) in question on a verbal warning form. This record can be important later on, as it can highlight a pattern of behavior and demonstrate that management has made a sincere effort to guide the employee before taking more serious action.

Unfortunately, repeat offenders usually need a written reprimand. The motivation behind a letter of reprimand is to move the pro­cess to the next stage due to the employee repeatedly violating the same rule (e.g., repeated tardiness or unexcused absences) within a certain period of time. There must be a link between different events to justify issuing a letter of reprimand.

HR tip

When considering whether or not to issue a written warning, it’s important to ensure the action is consistent with how the company has handled other employees in the past. Did the organization apply the same degree of discipline (or leniency) to other employees who behaved or underperformed similarly?

Once an employee has received at least one verbal reprimand, the next step is more formal, written communication. The following examples detail the four types of reprimands issued to an employee throughout a progressive discipline process:

1. Written warning

This is a formal document that outlines the specific issues, previous verbal warnings, and required changes in an employee’s behavior or performance. It is usually documented in the employee’s personnel file.

2. Letter of reprimand

This is a more formal version of a written warning. It details an employee’s misconduct or performance issues, the corrective actions needed, and the consequences the employee will face if they don’t improve. It serves as an official record of the employee’s performance issues.

3. Performance Improvement Plan (PIP)

Performance Improvement Plan (PIP) is a structured plan that outlines specific goals, resources, and timelines for an employee to improve their performance. It is used when performance issues are more serious or persistent.

4. Final warning

This is the last step before termination and clearly states that failure to improve or comply with the company’s expectations will result in dismissal. It is a critical document in the progressive discipline process.

Why might an employee receive a letter of reprimand?

An employee may receive a letter of reprimand for various reasons related to their professional performance (e.g., producing substandard work or missing KPIs and OKRs) or conduct (e.g., tardiness, absenteeism, or other inappropriate workplace behavior).

As an HR professional, bear in mind that the company’s policies must clearly state what kind of behavior is considered questionable or unacceptable. Here are 10 common reasons an employee may receive a letter of reprimand:

Poor performance

An employee who displays poor performance often fails to meet job expectations, deadlines, or quality standards. Examples include unfulfilled performance metrics, repeated errors, and incomplete tasks.

Attendance issues

Frequent tardiness, unexcused absences, and extended breaks can disrupt workflow and productivity. An employee engaging in such behavior may get a letter of reprimand that addresses these issues and sets clear expectations for attendance.

Workplace policy violations

Ignoring or deliberately violating company policies — such as dress code, internet usage, and data protection — often warrants a reprimand to reinforce the importance of adhering to organizational rules.

Unprofessional behavior

Instances of unprofessional conduct include using inappropriate language, directing rude remarks at clients, and asking colleagues intrusive questions. Other examples include excessive intoxication at work events and initiating unwanted physical contact.

Insubordination

An employee engages in insubordination when they willfully refuse to follow their supervisors’ instructions or deliberately behave disrespectfully towards their managers. Examples include refusal to take on or complete tasks, stubborn resistance or opposition to constructive criticism, and mockery of superiors’ ideas or suggestions.

Breach of confidentiality

Disclosing sensitive organizational information or client data without authorization is a serious violation of company policy.

An employee guilty of doing so may even be in breach of their contract. A typical employment contract would stipulate that the employee is not allowed to disclose confidential information to third parties without express permission from the company itself.

Ethical violations

An employee who engages in unethical practices undermines the integrity of the organization. Ethical violations include fraud, conflict of interest, and corporate or industrial espionage.

Depending on the severity of these violations and the laws in the country where the employee is based, this can not only damage the company’s business and reputation but also lead to legal issues for both the employee and the company.

Safety violations

Employees who ignore safety protocols or engage in unsafe practices can endanger their coworkers’ safety and wellbeing. In the case of such a disciplinary infraction, a letter of reprimand would aim to recognize and correct such behavior and ensure the employee’s compliance with workplace safety regulations.

Misuse of company resources

Using company resources, such as equipment or funds, for personal or illegal purposes can lead to financial losses or operational disruptions for the organization. In this case, a letter of reprimand addresses the misuse and sets expectations for proper usage.

Improper use of technology

Improper using company technology, such as excessive personal Internet use, accessing inappropriate websites, or compromising cybersecurity, can be detrimental to the organization.

A letter of reprimand would reinforce the company’s technology use policies and why all employees must adhere to them.

HR’s role in an employee reprimand process

HR plays a critical role in the employee reprimand process, making sure company policies are enforced consistently and fairly. HR is responsible for developing, communicating, and advising managers on policy enforcement.

When an issue arises, an HR professional advises managers on whether the situation warrants a verbal warning or more formal disciplinary action. This guidance ensures all employees are treated according to established guidelines.

HR must accurately record all details of the reprimand, including the specific incident(s), conversations that have transpired, and any steps taken. This documentation serves as a record for future reference and is crucial if further disciplinary action is necessary or if the employee challenges the reprimand.

One of your key responsibilities as an HR professional is maintaining fairness and objectivity throughout the reprimand process. It’s important to impartially evaluate each situation and base decisions on facts rather than personal biases. That way, you can foster trust in the process and make sure disciplinary actions are justified and consistent with company policies.

Collaborate with your legal compliance officer to confirm that all actions taken comply with employment laws and regulations to avoid legal repercussions for the company. This includes understanding the potential legal implications of various disciplinary actions and always respecting the employee’s rights.

It’s also important to facilitate communication between the employee and their manager. You can make sure the reprimand is conveyed clearly and professionally, alongside a neutral presence, to mediate the discussion. This approach helps prevent misunderstandings and allows the employee to fully understand the issues, as well as the steps required for improvement.

Beyond disciplinary actions, you can also assist with training and development to help the employee improve. By identifying areas where they need support and providing resources such as training programs, HR professionals can address the root causes of performance or behavioral issues.

HR tip

Knowing when to issue a letter of reprimand is as important as knowing when not to issue one. Work closely with managers to prevent them from issuing a formal reprimand on impulse or in a heightened emotional state.

How to write a letter of reprimand

Whether you are supporting a manager in writing a letter of reprimand or are responsible for writing it yourself, the steps are the same. The letter should be clear, concise, and fair.

While it could be a step toward dismissal, it’s in everyone’s best interest if it encourages positive change. The goal is to motivate the employee to improve, so they need to understand plainly what they did wrong, how to correct it, and the potential consequences if they don’t.

Step 1. Understand the issue

Before drafting the letter, gather all relevant information regarding the incident. This includes talking to witnesses, reviewing any documentation related to the incident, and understanding the employee’s history and previous warnings. Make sure you have a clear, unbiased understanding of the situation. Avoid relying solely on hearsay or assumptions.

Step 2. Review company policies

Find and share the company’s policies related to the issue at hand. Help the employee’s manager confirm that the reprimand aligns with organizational standards and legal requirements. To substantiate the reprimand, refer to specific sections of the employee handbook or policy documents in the letter.

Step 3. Determine the issue’s severity

Assess the seriousness of the employee’s actions and decide if the situation warrants a verbal warning, a written warning, or a formal letter of reprimand. Consider factors such as impact on the team, frequency of the employee’s problematic behavior, and past disciplinary actions. To maintain fairness, use a consistent framework or checklist to evaluate the severity of the employee’s infractions.

Step 4. Use clear, concise language

Start with the date, employee’s name, and designation. Clearly state the purpose of the letter and describe the behavioral or performance issue in detail, including dates and specific instances to support this. Use objective language and avoid emotional or subjective terms. Stick to facts and do not make assumptions about the employee’s intentions.

Step 5. Explain the impact of the employee’s actions

Detail how the employee’s behavior has affected the team, department, or company. This can help the employee understand the broader implications of their actions. Be specific about the negative outcomes, such as decreased productivity, damaged client relationships, or a negative impact on team morale.

Step 6. Outline expected changes

Clearly state the changes the company expects from the employee. This should include specific, measurable actions the employee must take to rectify the situation. Use SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to set clear expectations.

Step 7. State the consequences of non-compliance

Inform the employee of the potential consequences if their behavior is not corrected. This might include further disciplinary action, up to and including termination. Be firm but fair, and verify that the consequences are consistent with company policies and previous similar cases.

Step 8. Provide support and resources

Offer resources to help the employee improve, such as training and mentoring programs or counseling services. Make it clear to them that the company is invested in their success. Include contact information for HR or relevant support services, and regularly follow up with the employee to see if they need additional help.

Step 9. Include space for employee acknowledgment

End the letter with a space for the employee to sign and date, acknowledging they have received and understood the reprimand. Clarify that signing does not necessarily mean agreement with the letter’s content. Provide the employee with a copy of the letter and retain the original in their personnel file.

Step 10. Review and finalize the letter

Before issuing the letter, have it reviewed by another HR professional or legal advisor to confirm it is fair, unbiased, and legally compliant. Double-check for errors or ambiguities. Keep the tone of the letter professional and constructive.

Letter of reprimand examples

1. Sample letter of reprimand for unprofessional conduct

2. Sample letter of reprimand for insubordination

3. Sample letter of reprimand for absenteeism

4. Sample letter of reprimand for non-compliance with company procedures

How to reprimand an employee

No decent HR professional or team leader would enjoy reprimanding employees. However, if it is necessary and they do so to help an employee improve, it can have a positive impact. Similarly, if an employee’s performance continues to deteriorate, a formal reprimand is an important step toward eventual dismissal. Take note of the following list of tips on how to conduct an employee reprimand successfully:

• Prepare in advance: Gather all relevant information and documentation related to the incident before meeting with the employee. Understand the specifics and impact of what happened, as well as when and where it happened.
• Choose an appropriate setting: Conduct the reprimand in a private, neutral location to maintain confidentiality and avoid unduly embarrassing the employee.
• Be clear and specific: Clearly describe the behavior or performance issue, providing specific examples. Avoid vague or subjective statements and, instead, focus on the facts.
• Maintain professionalism: Keep the tone professional and respectful. Avoid raising your voice, resorting to personal attacks or insults, or displaying frustration.
• Explain the impact: Help the employee understand the consequences of their actions on their team and the company. This may deter them from repeating these actions.
• Listen actively: Allow the employee to respond and explain their side of the story. Listen without interrupting to show you value their perspective.
• Focus on improvement: Emphasize the necessary changes and how the employee can improve. Offer specific, actionable steps they can take to rectify the issue.
• Provide support: Offer resources, such as additional training or mentoring, to help the employee meet expectations. This shows you are invested in their success.
• Set clear expectations: Moving forward, clearly outline expectations and the consequences of failing to meet these expectations. Use SMART goals to set clear benchmarks.
• Document the discussion: Make sure the discussion is documented in detail, including the specific issues addressed, the employee’s response, and the agreed-upon action plan. This documentation should be stored in the employee’s personnel file.
• Follow-up: Schedule follow-up meetings to review the employee’s progress and provide ongoing feedback. This helps the employee stay on track and allows you to address any further issues promptly.
• Remain consistent: Apply disciplinary actions consistently across the organization’s entire workforce to avoid favoritism or bias and maintain fairness and integrity throughout the process.

HR tip

Typically, if an employee maintains improved behavior for 12 months or longer, employers may decide that older disciplinary warnings should no longer impact future employment decisions. 

Next steps

A letter of reprimand is useful in addressing ongoing issues with an employee’s behavior or performance. It not only formally documents the problem but also sets the stage for corrective actions and future disciplinary measures, if necessary.

By following a structured approach that includes gathering relevant information, maintaining a professional tone, and offering support for improvement, managers and HR professionals can handle these situations effectively. Additionally, ensuring fairness and consistency in the reprimand process helps maintain trust and respect within the organization while also helping employees clearly understand expectations and consequences.

Ultimately, the goal of a letter of reprimand is to encourage positive change and prevent further infractions. When issued thoughtfully and fairly, it can significantly improve employee behavior and performance. By investing in this aspect of the progressive discipline process, companies can uphold their standards, support their employees’ growth, and foster a healthier, more productive workplace.

The post How To Write a Letter of Reprimand [+ Free Templates] appeared first on AIHR.

What is talent management?

Talent management encompasses all HR processes and strategies to attract, develop, motivate, and retain high-performing employees. The primary aim is to drive performance through integrated people management practices. Let’s break this definition down:

• HR processes: Talent management is about a set of HR processes that integrate with each other. It goes beyond individual HR functions. A talent management strategy requires a holistic outlook on these processes to maximize its potential.
• Key focus areas: Talent management touches on all key functions of HR, including recruitment and selection, learning and development, performance management, tailoring the employee experience, rewards, and optimizing workforce planning and strategy. 
• Employee performance: The ultimate goal of talent management is to improve performance. This is best achieved by creating a system that motivates and engages employees to perform to the best of their abilities. When it’s done right, companies can build a sustainable advantage and outperform competitors through an integrated system of talent management practices that are hard to copy and/or imitate.

HR professionals are primarily responsible for leading talent management efforts. They must develop and implement talent management strategies that align with organizational goals, culture, and values. They must also identify, develop, and evaluate talent pipelines and provide ongoing training and development opportunities for employees at all levels.

Talent management, however, is a collaborative effort that requires the involvement of managers, supervisors, and executives. These individuals provide support and resources to enable the successful implementation of talent management practices.

Why is talent management important?

Here are some of the main reasons why talent management matters in an organization and can play a key role in its success. 

Driving organizational performance

Employees with the right skills and competencies in the correct positions are able to maximize their contribution to the organization, resulting in improved productivity and organizational performance.

By attracting and retaining top talent and creating a culture of performance excellence, organizations can achieve better results and gain a competitive advantage.

Attracting top talent

HR applies effective talent management strategies to help identify the specific skills and qualities they need in new hires, making the recruitment process more efficient and effective.

Boosting the employer brand

When employees feel valued, supported, and invested in, they are more likely to speak positively about their employer. This helps organizations enhance their reputation and employer brand and attract new talent.

Stronger organizational culture 

Implementing talent management practices helps foster a positive and supportive organizational culture, which boosts morale, productivity, and overall performance.

Therefore, HR professionals must prioritize talent management efforts and develop strategies that align with the company’s goals and values.

Better succession management

Effective talent management includes identifying and developing high-potential employees who will assume key roles in the organization in the future. Succession management ensures that critical positions can be filled quickly, minimizing disruptions to business operations and guaranteeing business continuity.

Promoting innovation

By challenging their employees to grow and develop, organizations create an environment where people can voice new ideas and innovate. This enables businesses to stay ahead of the competition by developing and improving their products and services.

Developing employee skills

According to the LinkedIn Workplace Learning Report, 94% of employees claimed they would remain at a company longer if it invested in their careers, while another report found that employees believe professional development is the number one way to improve the organization’s culture. 

Talent management focuses on skill transformation through training, mentoring, and coaching. By investing in employee development, employers encourage performance and career growth. This helps them not only to fill skills gaps and build a skilled workforce but also retain it.

Improving employee retention

Losing top performers is costly, both in terms of recruitment and lost productivity. Talent management practices that prioritize employee engagement, recognition, and career development help retain valuable employees and reduce turnover rates.

Enhancing agility

Businesses that effectively manage talent adapt to changing business circumstances and emerging possibilities more swiftly, which is becoming increasingly important as technology transforms the way we work.

Avoiding unnecessary costs

It can be expensive to recruit and onboard new employees. According to Gallup, hiring a new employee can cost between one-half to twice an employee’s annual salary. High turnover can also disrupt business operations and lower morale. Optimizing talent management practices can lead to significant cost savings and reduce friction.

What are examples of talent management?

Let’s look at how some companies approach talent management in practice.

World Vision

World Vision Canada is the country’s largest private relief and development agency. Their approach to work is centered around people and supported by data. They track a metric they call the “employee delight index” to understand talent health at their organization.

To support employee development, World Vision Canada has launched Agile 101. This program provides immersive training during onboarding, as well as agile tools and role-based training. The goal is to foster self-empowerment in learning rather than imposing a rigid structure. This approach enables individuals to be more adaptable and better equipped to handle any challenges that may arise.

The organization also aims to grow 80% of leaders from within with its performance and development program, “You Matter.”

Hyatt Hotels

With more than 120,000 colleagues across 875 hotels in over 60 countries on six continents, the Hyatt talent management team aims to provide a superior talent experience that would bring purpose to life for every colleague and potential candidate, ultimately benefiting every guest and customer in their hotels worldwide.

They developed and implemented a talent philosophy and mapped it onto a playbook. With a clear framework in place, they were able to optimize their HR processes, tools, and systems globally, eliminating inconsistencies and fragmentation.

A UK insurance company

Burley Consulting collaborated with a top UK insurance company to help them identify and nurture the talent required to thrive in a digital context while also managing the workforce needed to lead their business today. As a solution, Burley built a bespoke business simulation to give high-potential staff and future business leaders the experience of leading the company by embracing digitalization opportunities.

After a simulated three-year period, the hands-on program enabled the insurance company to identify employees who were eager to embrace digitalization. In the end, they managed to strike a balance between nurturing talent and delivering on current business goals.

Walmart

As the world of work began to shift and become increasingly digitized, Walmart recognized a need to create and recruit from new talent pools. In 2011, they acquired a huge mass of digital skills by purchasing a social media company, which became the hub of the retailer’s digital technology division – WalmartLabs. 

Mercy Health

Feeling the pressing need for healthcare workers, Mercy Health Hospital partnered with community colleges to create a paid apprenticeship program for medical assistants. This aimed to meet the talent needs and offered students the opportunity to learn on the job and make money. 

Talent management terms and concepts you need to know

Here are some of the most frequently used talent management concepts and how they can help your organization’s talent management strategy.

Talent management model

A talent management model helps you navigate and optimize your talent management process by visualizing its elements.

The AARRR model (Acquisition, Activation, Revenue, Referral, Retention), also known as the Pirate Metrics model, is a popular framework that typically outlines the various stages of the customer journey. It can also be applied to talent management to help HR professionals envision the employee journey within the organization.

There are five key stages of the AARRR model in talent management:

• Acquisition: In the beginning, HR professionals focus on attracting and sourcing top talent for the company.
• Activation: The next stage is to activate your candidates by selecting your new employees and then onboarding them. 
• Revenue: Getting your employees to bring maximum value to your organization.
• Referral: Leveraging current employees to be brand advocates and refer potential candidates who fit the organization’s culture and values through a rewards program. 
• Retention: Retaining top talent by providing them with meaningful work, opportunities for growth and development, and a positive work environment.

By focusing on each stage of the talent management model, an organization can build a strong workforce to succeed in today’s competitive business environment.

Talent management framework

A talent management framework is an outline or structure that addresses each area of talent management in an organization and details activities that HR can carry out within each area to maximize effectiveness. You can think of it as a talent management plan customized to the reality of your organization. 

A formal talent management framework can serve as a useful checklist when creating or updating your talent management strategy and executing processes. It can help HR professionals focus on the most impactful talent management practices that drive the most value for the company, which leads to greater long-term success.

A typical talent management framework may include the following areas:

1. Talent strategy and planning
2. Talent acquisition
3. Employee performance management
4. Training and development
5. Succession planning and identifying
6. Total rewards

It’s important to note that while beginning with a sample talent management framework is helpful, it must be tailored to fit your unique business, needs, and employees in order to be most effective.

Talent management software

Talent management solutions, such as talent management software or a dedicated talent management platform or system (TMS), help automate repetitive tasks, streamline processes, and offer valuable data on your current talent management strategies.

A talent management system has various features, allowing you to manage job postings, onboard new employees, oversee compensation and benefits, track employee performance, and generate data-rich reports that help you improve your talent management and succession planning over time.

Integrated talent management

Integrated talent management refers to a holistic approach to managing an organization’s employees. It aligns multiple HR functions to work cohesively toward the overarching goals of talent acquisition, retention, and development.

The objective is to ensure that talent management processes like hiring, onboarding, developing employees, and succession planning work together rather than in isolation, promoting a seamless employee experience that drives organizational effectiveness and strategic success.

Talent lifecycle

The talent lifecycle, also known as the talent management lifecycle, refers to the entire journey of recruiting and retaining the right people, developing them and their careers within the company, and helping them fulfill their potential. 

Here are the talent lifecycle stages:

1. Recruitment
2. Orientation
3. Engagement
4. Learning and development
5. Offboarding and outreach

HR plays a significant role in this cycle as it is their job to facilitate the talent management lifecycle. When the talent lifecycle is effectively managed, it leads to happier and more motivated employees (and therefore perform better) and, ultimately, a thriving organization.

Talent management strategy and process

Now that you understand the basics and importance of talent management, how can you develop an effective talent management strategy that benefits your people? Here’s a summary of talent management best practices to follow when creating your organization’s strategy.

Clarify organizational goals and strategic priorities

What is the organization focused on achieving this month, this year, and over the next five years? Understanding the business’s priorities enables you to guide HR talent management efforts in the right direction.

Your talent management strategy should always align with organizational goals and support them. Remember to make it feasible and in line with your industry, location, and budget. 

Review your employee life cycle

Take a closer look at every stage of your employee life cycle and identify the areas that need improvement, then rank these in order of importance. Below are some examples of what to consider:

• Sourcing and attracting talent: Are you attracting enough of the right candidates to your job postings? Do you need more targeted advertisements? Do you need to branch out where you look for candidates to grow your talent pool? 
• Selection: Are you selecting the right candidates for your vacancies, or are you hiring people who aren’t a good fit for your company’s values and culture? Structured interviews and work assessments can help you pinpoint your top candidates.
• Retention: Maybe you have no problem attracting and hiring top performers, but you struggle to keep them. Retaining your best talent should be a key priority. By compensating them adequately, nurturing their development, and rewarding good work, you can deliver a strong employee experience, hold on to your best employees, and motivate them to perform at their best. 
• Promotion & succession planning: You should identify your top performers and give them new challenges and responsibilities to keep them engaged and motivated at work. You also need to empower them to develop the skills they need to move to the next level within the company. Do you know who these employees are? Do you have a list of potential replacements for the key roles in your organization?
• Offboarding: Do you have an exit interview in place for all departing employees that helps you learn why people leave and what could have made them stay? This will provide valuable information that identifies your mistakes so that you can improve and retain your high-potential employees. 

Refine HR processes & workflows

The next step is to design the supportive processes and systems needed to carry out your talent management strategy. This may mean redesigning your current HR workflows.

For example, you might need to:

• Refine your recruitment funnel
• Improve your onboarding procedures so they effectively welcome and integrate new employees into the company’s culture and vision
• Create new development programs for employees to build skills that are integral to your strategy
• Streamline your performance management workflows so they reflect and support the business’s strategic goals.

Clarify roles and responsibilities

Create a strategic HR or talent management team to take the lead in designing and implementing your talent management strategy.

Use a RACI matrix to clearly define each person’s role and the tasks they are responsible for. This will ensure that all key areas of your strategy are covered and that the most qualified person is managing the right areas. 

Focus on training, development & performance management

Do you regularly offer employees the chance to learn new skills or develop existing ones? Do employees feel that the organization cares about their career growth? Training your employees so that they are equipped with the skills to perform at the highest level now and in the future is an investment in the company’s success and integral to a successful talent management strategy. 

However, you must track employee performance to ensure your learning and development initiatives are working.

Do you have the right performance management practices and policies in place that contribute to better performance for all employees at all levels? Many companies (including Adobe and Deloitte) are opting for a more continuous performance management approach (check-ins or touchpoints) rather than formal quarterly performance reviews.

Ensure your strategy is inclusive

Remember to be inclusive at all stages of your talent management strategy. From personalization learning and development opportunities to accommodate different learners to including different employee groups in your strategy who may often be overlooked, such as remote or part-time workers.

If you want a truly strong and empowered workforce, your talent management practices have to support a multitude of needs.   

Track relevant metrics to measure effectiveness

Once you have defined what success looks like for you within your talent management strategy, you can decide on the metrics you want to track that will help you measure how effective your processes are.

Below, you will find common talent management metrics you can use.

With this information, you can make well-informed, unbiased, data-driven decisions.

Leverage technology

A fundamental part of talent management planning today is focused on utilizing the new technologies available to enhance and streamline your processes. This is a great time to invest in your HR tech stack and use talent management software. 

Review and refine your strategy

A combination of relevant metrics, employee feedback, and emerging market trends should be used to regularly review your strategy and make improvements. This will ensure that your talent management plan is always effective and aligned with business objectives.

Talent management best practices

A successful talent management strategy is a dynamic and continuous process that requires a strategic, thoughtful implementation. A well-implemented strategy grounded in best practices becomes essential for staying ahead of the curve and achieving long-term success.

Following talent management best practices helps organizations not only enhance their operational efficiency but also create a motivated, high-performing workforce that drives sustained growth and success.

Here are some best practices to take your talent management strategy to the next level:

Talent management initiatives

In today’s job market, employees choose to join and remain with a company for reasons that go far beyond a lucrative compensation package.

More than ever, employees want to work for an organization whose values, goals, and social impact align with their own personal values and desired impact. Innovative talent management initiatives allow businesses to create a work environment that resonates with the personal and professional aspirations of their employees.

Here are some emerging talent management initiatives, along with examples of companies that are implementing them.  

New work arrangements

The pandemic forced a huge change in work expectations between employees and employers and brought work-life balance and flexible arrangements to the forefront.

More than ever, employees expect at least someMore than ever, employees expect at least some flexibility in their work arrangements, such as flexible working hours or a hybrid approach. Therefore, organizations have had to shift their work arrangement policies to accommodate more flexible working arrangements that still allow them to access this talent pool of workers.  

Microsoft conducted research that found many employees are productive outside of traditional 9-5 work hours. Following this, they introduced the Triple Peak Day which gives employees the flexibility to change their working hours based on their other commitments and still work during a period of peak productivity.

For example, an employee who has children can work from 9 a.m. until 2 p.m., then collect their children from school and spend the afternoon with them, and continue working after dinner from 7:30 p.m. until 10:30 p.m.  

Technology-empowered solutions

As technology evolves rapidly, talent management practices are advancing, too. Talent intelligence and insights are becoming integral to designing talent management initiatives throughout the employee life cycle. This includes the creation of talent-matching technologies, internal talent marketplaces, opportunity platforms, and AI-based coaching.

For instance, Cellular Sales, Verizon’s premier retailer in the U.S., uses an AI-guided learning and training platform to improve the performance of its employees. Employees who are highly active on the platform achieve over 50% more handset sales.

Enhancing the talent experience

Providing talent with new opportunities to gain skills, knowledge, and experience during their careers helps improve the organization’s overall performance and drives engagement and job growth. For this reason, more organizations are implementing talent exchange programs and talent sharing.

ICMA’s management talent exchange programs allow organizations to nominate high-potential employees and match them to assignments in other cities or districts that aim to “stretch” them. The organization that has nominated an employee will typically receive an employee from another agency in exchange for its own.

Talent management analytics

Talent management analytics is the practice of analyzing data to make better talent decisions. In the past, managers and leaders could only rely on their personal perspectives and instincts to make talent decisions and hope they were right. But today, this approach is far too biased and risky to gamble with your greatest asset – your people. 

Leading-edge companies, including Google, Best Buy, Sysco, and Starbucks, have all adopted the approach of analyzing employee data to boost productivity, engagement, and retention and increase their competitive advantage. And for good reason. Research by Bain & Company has found that the productivity of organizations that invested in talent analytics was 40% higher than those that didn’t. 

Talent management metrics and dashboards are integral parts of talent management analytics. Let’s explore these in more detail. 

Talent management metrics

Here are some of the most frequently used talent management metrics.

• Talent mobility: This metric helps you monitor the mobility of your employees internally and externally. You can measure the rate of internal promotions and lateral moves and track external departures, calculating the percentage of employees moving within and out of the organization annually.
• Talent turnover: Tracking turnover in your talent pool helps you see the percentage of high future potential talent you’re losing, which can be compared over time. 
• Talent distribution: Demographic variables such as age, gender, and nationality can give you a better overview of your talent distribution so you can create better talent strategies and focus your efforts where they’re most needed. 
• High-potential talent: Knowing what percentage of your employees are HiPos and who these employees are helps you retain your best people and nurture them as part of your succession plan.
• Employee engagement: Measuring employee engagement through surveys provides insights into job satisfaction, commitment, and motivation, which are key indicators of overall employee wellbeing and performance.
• Cost per hire: This measures the total cost of hiring a new employee, including job ad placements, sourcing costs, and the time of managers and recruiters interviewing all candidates for the role. 
• Time to hire: This metric is the number of days from the moment a candidate enters the recruitment process until the moment they sign their contract of employment. The longer your time to hire is, the more likely you are to miss out on top candidates. 
• Time to full productivity: A new hire will always take time to settle into a new role before they reach full productivity, and this metric measures how long that takes. The more effective your onboarding process is, the shorter this time is likely to be. 
• Training spend: You can track the total financial investment in training programs per employee annually, including external courses, internal workshops, and e-learning.
• Exit interviews: Exit interviews and questionnaires offer you qualitative and quantitative information that can help you determine why your talent is leaving and what you can do to prevent this.

Talent management dashboard

A talent management dashboard is a customizable tool that enables recruiters and hiring managers to effectively select and manage talent. 

It is built on five pillars:

1. Recruitment
2. Performance management
3. Succession planning
4. Learning & development
5. Compensation management

These pillars help HR professionals gain a comprehensive overview of their talent pool, which improves their communication efforts and ability to plan for the future. 

A typical talent management dashboard has five functions:

1. Reporting: Provides an overview of the entire talent pipeline from recruitment to outflow. 
2. Performance management: This allows you to measure employee performance to get the most out of your workforce and use this data to find new talent that aligns with your organization’s culture and goals.
3. Engaging with talent: Offers supporting data and information to initiate discussions with employees related to career growth, development, and training needs.
4. Learning and development: Depending on the potential and performance of an employee, different learning and development opportunities can be offered. For example, an employee with high growth potential might be sent to train as a manager, while employees who perform well but lack growth potential would be best concentrating on on-the-job training.
5. Talent pipeline: Knowing who your star players are and their potential allows you to build a talent pipeline to have a replacement plan for the top business functions. This is imperative if you want to retain knowledge and experience in the business and prevent open vacancies and disruption.

Talent management trends

Here are the current and emerging trends impacting talent management, which you should consider when designing and executing your strategy.

1. Defining a clear talent philosophy is a must

Is everyone in the business referred to as talent or just a specific group of high performers? If it’s the former, inclusive career practices that foster advancement are important. If it’s the latter, talent segmentation activities that recognize these different groups are essential. There is no right or wrong, but clarifying your talent philosophy allows you to develop the right solution for your organization and unique needs. 

Starbucks has pinpointed its baristas as critical to the business’s success as they directly shape the customer experience. Therefore, this talent segment is important to manage, and the company has a focused development strategy to upskill and retain these employees.

2. Talent management needs to become more proactive

Reacting to changes and problems as they arise in real time often leads to short-sighted thinking and poor decisions. However, anticipating future problems and then preparing scenarios for them allows businesses to respond more thoughtfully and appropriately.

Data and technology have transformed HR practices, including talent management, and must be leveraged to make informed decisions. 

Microsoft has used data and technology to recruit and redeploy skills and advance its talent management practices. It offers early career programs today, which aim to nurture the talent that the organization will need in the future.

3. Transcend maturity models

Striving for predefined levels of maturity in talent management is an outdated approach. To move into the future, organizations must adopt talent management strategies that deliver business impact rather than reaching the benchmark. 

For example, Apple drives innovation and creativity by frequently shifting teams, ditching predefined career paths, and often changing the roles and responsibilities of its employees. This approach has led to higher levels of innovation and performance.  

4. Be mindful of the human experience

Every talent decision has an impact on the career experience of every candidate and employee. Knowing this, we can design talent management practices that deliver the greatest positive impact. 

At Booz Allen Hamilton, an alumni program harnesses the value of returning talent. They partner with learning providers to build future-ready skills. In addition, their redeployment and referral programs manage and support careers while simultaneously creating access to talent. Together, this creates a strong employer brand that is supported by the lived employee experience. 

Improving the experience of your candidates and employees helps you retain top talent, boost productivity, and maintain a strong employer brand. 

5. Compliance and security of talent data

As the emphasis on data protection grows, HR professionals must ensure talent data is secure and changing legal requirements are met. This ensures the business remains compliant while building trust and loyalty amongst your candidates and employees. Regularly assessing and upgrading safety measures will be increasingly important.

For example, do you have a policy on how your HR employees can utilize public AI models to analyze data?

6. Remote and hybrid work models

Owl Labs’ U.S. hybrid work report found that people want more flexible working arrangements and feel more productive, balanced, and loyal to their companies when they have them. In fact, 62% of those surveyed claim they would rather take a pay cut of 10% or more to keep their flexible working arrangements rather than have them taken away.

While the pandemic accelerated flexible working options, the post-pandemic world has not seen a reduction in the demand for remote and hybrid work. Not only can employees find greater work-life balance and reduce travel and childcare costs, but organizations can access a wider talent pool, diversify the workforce and save on office costs by facilitating this growing demand. 

Talent management certification

There are numerous certifications you can obtain within the field of talent management. AIHR’s Talent Management Certificate Program is an entirely online, self-paced program that allows you to learn at your own pace and around your current responsibilities. It takes a total of 25 hours, which can be completed over 10 weeks by studying for 2.5 hours per week. 

In this program, you will learn:

• How to proactively manage the talent pipeline to support business continuity
• Methods to identify, develop, and engage tomorrow’s leaders
• How to use talent data and reports to optimize talent management practices
• Earn your certificate with the capstone project by completing a real-world case

As an AIHR member, you will also receive: 

• Hands-on learning: You can access simulated scenarios to apply your learnings. That will make it easier to transfer your new knowledge and skills into your job.
• A resource library: With templates, playbooks, guides, and extra tools, our HR resource library offers you on-the-job support with practical resources that are free for you to use.
• A personal coach: Every full-access member will be assigned a personal coach to help you reach your learning goals and succeed in your career. 
• Access to our community: You will gain access to our community of 25,000+ ambitious HR professionals from all over the world, where you can share ideas, participate in discussions, and network. 
• Live events: Our weekly live events help you stay up-to-date with emerging HR trends.
• Accredited education: AIHR has partnerships with the HRCI, SHRM, HRPA, and many other local HR organizations. All our courses are globally recognized. 
• Skill assessments: Future-proof your skill set by taking assessments to determine what you’re missing and then bridge your skills gaps. 
• Career center: Our career mapping and feedback tools help you plan out your career path and fast-track your growth.

FAQ

The post Talent Management appeared first on AIHR.

Employees’ voices matter; they have a profound influence on organizational culture. Employee spotlights are valuable for listening to your employees’ opinions and showcasing their career journeys within the company.

Sharing employee spotlights externally gives prospective talent and clients an insider’s point of view of your company. This, in turn, humanizes the brand, making the company more relatable and approachable to potential candidates and customers.

Contents
What are employee spotlight questions?
The benefits of employee spotlights
35 employee spotlight question ideas to spark yours
Employee spotlight interview formats to use

What are employee spotlight questions? 

Employee spotlight questions are designed to reveal personal insights, professional achievements, and the unique qualities that employees bring to their work environment. These questions help create engaging and relatable content for employer branding, internal communications, and team building. 

Employee spotlights are typically published on the company website, within internal communications, or on social media. Organizations often use them to introduce leadership teams, celebrate work anniversaries or promotions, highlight learning and development efforts, acknowledge a new or successful department, or present a variety of employees on a rotating basis.

The benefits of employee spotlights

Featuring employees across the organization’s external channels can have several benefits, including: 

• Demonstrating that employees are noticed and valued for their unique contributions
• Cultivating organizational culture and inspiring employees by celebrating achievements
• Boosting internal communications and creating an honest and open environment that fosters respect and appreciation for employees as individuals
• Promoting a trustworthy employer brand to potential recruits and customers.

35 employee spotlight question ideas to spark yours

When you create employee spotlight questions, focus on the ones you think will produce the most meaningful answers. Once you’ve determined the purpose of the interview, select questions that target the information you want from the interviewee, whether it’s about their hobbies, career, or an interesting anecdote.

Also, be sure the questions have the appropriate tone, style, and formality for your organization.You can use any of the following 35 example questions, sorted into four main categories below:

Personal attributes

1. Where did you grow up, and what brought you to your current city?

2. Describe your ideal weekend.

3. What is your favorite food or cuisine?

4. What is a fun fact about you that may surprise people?

5. What is your favorite hobby, activity, or creative outlet?

6. Where would you most like to travel to and why?

7. Do you have a personal aspiration you’re working toward?

8. What is the best piece of advice someone has given you?

Career journey

9. What drew you to this field, and how did you get started?

10. What other types of jobs/industries have you worked in?

11. What is your favorite part about your job and why?

12. Which of your professional accomplishments are you most proud of?

13. Is there anything people don’t understand about your job that you wish they did?

14. What has most significantly influenced your success?

15. Who or what inspires you professionally?

16. What are you looking forward to doing in this role?

17. Who would your ideal mentor be?

18. Is there a professional skill you’d like to develop?

19. What advice would you give someone just starting their career in your field?

20. Do you ever imagine yourself in another occupation? If so, which one and why?

Perspective on the organization

21. What about this job and company appealed to you?

22. What does the company’s mission mean to you?

23. What aspect of the organization makes you proud to work here?

24. What do you enjoy most about working with your colleagues?

25. What is your favorite memory from working here?

26. How would you describe our work environment?

27. How would you explain to your friends and family what working here is like?

28. What is the best perk about your employment here?

Work preferences and habits

29. What techniques do you use to ensure you’re productive and efficient?

30. Do you have a tried-and-true method for structuring your day?

31. What is your typical approach to problem-solving?

32. What is your most effective strategy for dealing with stress?

33. How do you best collaborate with colleagues?

34. What are your favorite work tools/technologies?

35. How do you achieve a balance between work and your personal life?

HR tip

Align employee spotlight questions with your organization’s mission, culture, and values as much as possible. Look for topics and stories that amplify the achievements and behaviors the company strives for. You can further reinforce this by adding related spotlight snippets to applicable sections of your website.

Employee spotlight interview formats to use

Before you gather your employee spotlight answers, give some thought to how you will present the employee spotlight information. 

Some examples of formats include: 

• Written profiles: Written profiles are straightforward narratives that summarize the interview questions with descriptive language. They can be composed from an in-person interview or written responses. In-person interviews provide unfiltered interactions that produce less rehearsed replies. This format is best for internal and external channels like the company intranet, the career page, or recruiting materials.
• Video features: Conducting a spotlight interview on camera captures so much more than a written format can. A video provides a personal glimpse into your employees’ personalities and could better convey your company culture. A podcast format can also be a more cost-effective alternative. 
• Live sessions: Interviewing an employee during a team meeting, webinar, or an in-person or virtual town hall setting introduces your employee within a live setting and can help to make an immediate personal connection. Audience members can also participate and ask their own questions. The sessions can also be recorded and uploaded onto various platforms.

HR tip

Invite team members to compose testimonials on spotlighted individuals. Supplementing employee spotlights with additional insights and praise will promote authenticity and goodwill.

To sum up

Employees are at the heart of any organization’s success. They work hard, support their team members, and innovate to achieve goals. Many remain behind the scenes while impacting the organization. 

Spotlighting different types of employees is a great way to create content that can demonstrate how your company works, recognize efforts, and build camaraderie. Spotlight interviews need well-written questions that lead employees to answer in a way that draws in, informs, and inspires the audience.

The post 35 Best Employee Spotlight Questions to Ask (In 2024) appeared first on AIHR.

Today, organizations can implement a modern career progression framework that aligns with the current work environment and adapts to changing market trends and essential skills.

Contents
What is a career progression framework?
The top 10 benefits of a career progression framework
10 steps to building a career progression framework
HR best practices when developing a career progression framework
4 examples of career progression frameworks
Career progression framework template

Download our free career progression framework template in Excel:

What is a career progression framework?

A modern career progression framework is a structured system that outlines the path employees can follow to advance within the company. This framework typically includes job levels and titles, providing a clear hierarchy and outlining the different stages an employee can move through in their career. 

It includes entry-level positions, mid-level roles, and senior leadership roles. This is accompanied by detailed descriptions of each role, including responsibilities, required skills, expectations, and the specific skills, behaviors, and competencies needed for each level.

Metrics and benchmarks assess performance and determine when an employee is ready to move to the next level. Importantly, this is about career development, which means possible career paths that employees can take within the organization are central to the framework. These can include upward mobility (promotions), horizontal moves (role changes), or cross-functional experiences.

The top 10 benefits of a career progression framework

According to Mercer’s Global Talent Trends, 48% of HR leaders see skills shortages as a top threat to their business this year. Implementing a career progression framework offers several benefits that you can use as an HR professional to attract and retain talent. 

Here are ten benefits to be aware of:

1. Offers a clear career path and growth development: A clear career progression framework can increase employee engagement by providing a visible career path and growth opportunities, motivating employees to stay committed and driven.
2. Improves employee retention: Organizations that offer clear career advancement opportunities are more likely to retain top talent, as employees see a long-term future within the company.
3. Boosts employee productivity: Knowing there are opportunities for advancement can motivate employees to work harder and more efficiently, boosting overall productivity.
4. Provides performance expectations: A well-defined framework helps in setting clear performance expectations, which in turn helps with better performance evaluations and feedback.
5. Succession planning: A career progression framework helps identify and develop potential leaders within the organization, making succession planning smoother and more strategic.
6. Help attract top talent: Organizations with a clear career progression structure are more attractive to high-quality candidates who are looking for growth and development opportunities.
7. Learning and development: The framework often includes training and development programs that help employees acquire new skills and refine existing ones, contributing to their professional growth.
8. Internal promotions: By promoting from within, organizations can save on external recruitment costs associated with sourcing candidates.
9. Fosters a positive company culture: A career progression framework that promotes transparency, recognition, and growth can contribute to a positive workplace culture and make the organization a more enjoyable place to work.
10. Provides employee growth: It helps align employees’ individual goals with the organization’s broader objectives, ensuring that personal growth supports business success.

10 steps to building a career progression framework

Developing a career progression framework is a strategic process that involves several key steps. Your role as an HR professional is to help design and implement your organization’s framework.

Step 1: Determine your company’s needs

Understand your organization’s current and future needs in terms of roles, skills, and leadership.

Step 2: Define clear job levels and titles

Establish a hierarchy of roles within the organization, each with a clear title and level.

Step 3: Develop role descriptions

Create detailed job descriptions for each title, including responsibilities, required skills, and success metrics.

Step 4: Identify competencies

Define the skills and behaviors needed at each career stage.

Step 5: Create evaluation criteria

Determine how performance for each role will be measured using both qualitative and quantitative data.

Step 6: Map career paths

Outline potential career progression paths for employees. Show possible vertical (Manager track) and lateral (Specialist or Expert track) movement within the organization.

Step 7: Develop supporting policies and procedures

Establish policies that support career progression, such as promotion criteria, transfer requests, and employee development cycles.

Step 8: Implement training and development programs

Provide training programs that help employees develop the necessary skills and competencies for advancement.

Step 9: Monitor and evaluate the framework

Review and update the career progression framework regularly to make sure it meets the changing needs of the organization and its workforce.

Step 10: Communicate the framework

Ensure that all employees understand the career progression framework and how they can advance within the organization.

HR best practices when developing a career progression framework 

When you start developing your company’s career progression framework, keep these best practices front of mind to ensure their effectiveness and alignment with your larger organizational goals. Career progression frameworks are an excellent way to attract and retain employees, so they deserve careful consideration.

1. Involve leadership: Ensure top management supports the framework to align it with the company’s strategic vision. It’s also a good idea to regularly update leadership on the development process and solicit their input to maintain alignment and support.
2. Engage stakeholders: Involve employees, managers, and other key stakeholders in the design process to incorporate diverse perspectives and needs. Use workshops, focus groups, and surveys to gather insights and generate buy-in.
3. Ensure transparency: Be transparent about how decisions are made within the framework to earn trust and clarity. Typically, 36% of workers say that job and project opportunities are not visible to everyone. You have an opportunity to ensure that within your organization, the details of the framework are openly and regularly shared through multiple channels.
4. Customize to fit organizational culture: Tailor the framework to reflect the organization’s unique culture and values. Consider cultural nuances when defining roles, competencies, and career paths.
5. Align with business objectives: Ensure the framework supports the organization’s current and future business goals. Review business strategies regularly and adjust the framework to stay relevant and supportive of these goals.
6. Incorporate flexibility: Design the framework to be adaptable to changes in the organization and job market conditions. Allow for lateral moves and diverse career paths to accommodate different employee aspirations and organizational needs.
7. Promote equitable opportunities: Focus on fairness in how career progression opportunities are structured and communicated to prevent biases. Regularly review your processes for biases and implement training to address them.
8. Provide necessary resources: Ensure employees have access to the training and development resources needed to advance. Continually assess and update learning and development offerings to meet the changing needs of your workforce.
9. Use technology: Use HR technology tools to manage the framework efficiently, from tracking progress to facilitating training. You can also implement career planning tools that allow employees to see possible career paths and track their own progress.

HR tip

Establish metrics to evaluate the framework’s effectiveness. These could include employee satisfaction surveys and retention rates. Regularly review and refine the framework to ensure it meets its objectives and remains relevant.

4 examples of career progression frameworks

Example 1: AIHR

At AIHR, we believe in the core value of ‘Hunger to Grow.’ We practice what we teach by continuously improving daily and fueling our desire to learn. Our career progression framework is based on our desire to LEARN. 

LEARN is a guideline for growth with the skills our employees need at each level of their career in AIHR. Growth talks are scheduled every 6 to 12 months. It is an employee-led growth plan, with goal setting and actions to work towards the employees’ aspirations. The employee’s manager supports the process with resources, mentoring and coaching. 

Within the LEARN framework, there are two tracks that an employee can take — the Individual Contributor and the Manager track. One is not better than the other; they are both equal. This means that a Lead and a Manager are on the same level. The Sub-Levels show how established an individual is in their current role, and how they can make progress within that role. When an employee reaches ‘Mastering,’ they may be able to move up to the next career level. Their manager assesses readiness based on their skills and performance in relation to their responsibilities. 

Example 2: Wise

Wise Transfer is revolutionizing the online money transfer industry with its low fees for international transactions. It has also redesigned its career framework to include detailed role specifications, an important feature previously lacking.

We have used Wise’s product management career framework as an example. It consists of six distinct levels, each featuring a detailed breakdown of the necessary skills, responsibilities, and behavioral criteria for success. This structured approach provides employees with a clear understanding of expectations at each level and the steps needed for advancement. Despite the defined career paths, all employees still undergo annual reviews to fine-tune their development plans.

Importantly, each level is also thoroughly described with: 

• Scope (the role’s area of influence)
• Impact (the role’s and their team’s effects on Wise, colleagues, and customers
• Behavior (soft skills, mentoring, coaching, cultural contributions, team support, and advocacy)
• Expertise (technical, design, architectural, process, and organizational skills).

Example 3: Buffer

Buffer is a well-known tool for managing various social media accounts from one place. In 2015, the company expanded to 50 employees and developed a sophisticated career framework after transitioning to a fully remote model.

Buffer says it is committed to nurturing a supportive and friendly work environment, a claim substantiated by a high employee satisfaction rating of 4.5 out of 5. The company’s career framework was designed to provide ‘growth opportunities beyond the traditional management track.’ This initiative recognizes the practicality of horizontal rather than vertical career growth within the company.

The dual-path framework is organized into levels (rows) and steps (columns). Advancing from one step to the next reflects increased complexity in an employee’s role, along with enhanced knowledge, expertise, and overall responsibilities.

Promotions, which involve moving up a level, are standardized and typically require collaboration with other departments, reflecting traditional career advancements.

Steps, on the other hand, represent smaller, horizontal progressions and can often be navigated under the guidance of an area director without needing cross-departmental approval.

Example 4: Dropbox

SaaS company Dropbox organizes its engineering career framework into two main components:

• Level expectations: This defines the roles, functions, and impact expectations at different levels within the organization.
• Core and craft responsibilities: These are the specific behaviors expected from an employee in their role.

The Dropbox framework primarily focuses on impact, which essentially means enhancing customer services to drive Dropbox’s success.

To effectively navigate this framework, employees are expected to:

• Initiate actions that have a significant and enduring effect
• Be clear on what is expected at their team and level. The company provides detailed descriptions of the role’s reach, scope, and impact levers at each level
• Comprehend the expected behavior concerning the company’s cultural pillars, talent, direction, and the results tied to the core responsibilities of their role
• Achieve technical proficiency required at their current level
• Meet with their area manager to set objectives for the upcoming period
• This structured career framework at Dropbox is designed to guide both individual employee growth and overall organizational development.

Career progression framework template

The free career progression framework is based on our own AIHR LEARN career progression framework. Our framework offers AIHR employees two career tracks: The Individual Contributor track and the Manager track.

The free download provides you with an adaptable template based on our LEARN framework. If your company still prefers to follow a more traditional, vertical career progression, the template also includes a single Manager track to help you build yours.

Over to you

A well-designed career progression framework is an HR professional’s secret weapon in attracting and retaining talent and upskilling a future-fit workforce. It serves as a bridge connecting individual ambitions with organizational goals and drives employee engagement by providing clear and achievable career pathways, enhancing overall productivity and workplace satisfaction. 

Implementing such a framework can help organizations remain competitive by attracting and retaining top talent, nurturing potential leaders, and aligning employee development with the business’s strategic needs.

The post How To Create a Great Career Progression Framework (+Free Template) appeared first on AIHR.

The Skill Will Matrix provides a simple but powerful way for managers to customize their interactions to do both effectively. But what exactly is the Skill Will Matrix, and how can you use it to help your employees and your organization perform better?

Contents
What is the Skill Will Matrix?
The four quadrants of the Skill Will Matrix explained
History of the Skill Will Matrix
What is the difference between skill and will?
Applications of the Skill Will Matrix
How do you fill in a Skill Will Matrix?
Free Skill Will Matrix template
Fictional case study: New manager hire

What is the Skill Will Matrix?

The Skill Will Matrix is a tool that compares willingness to perform a task to the degree of skill employees have to perform the task well. This is plotted on a 2×2 quadrant. Each quadrant indicates how the manager should engage with or manage the employees that fall in that specific quadrant.

• Quadrant I: High Skill, High Will: This person has the skills and motivation needed to succeed at work.
  • Talent management strategy: Delegate tasks to these individuals, allowing them autonomy and the opportunity to lead projects, as they are likely to handle responsibilities effectively.
• Quadrant II: Low Skill, High Will: The employee doesn’t have all the skills they need to perform, but they have the motivation needed to improve.
  • Talent management strategy: Guide them by providing training and continuous learning opportunities to develop their skills.
• Quadrant III: Low Skill, Low Will: This worker lacks the skills needed to perform and the motivation to improve their skills.
  • Talent management strategy: Direct them with clear, structured tasks and close supervision to ensure compliance and encourage skill development.
• Quadrant IV: High Skill, Low Will: This person has the skills to perform in their role but lacks the motivation to do so.
  • Talent management strategy: Excite them by aligning tasks with their interests or career goals and recognizing their achievements to boost engagement.

According to the World of Work, “it is a 2×2 matrix that is often used by managers to assess individual performance. The matrix places “will” (willingness, enthusiasm and self-drive) on the vertical matrix and “skill” (core capability) on the horizontal. Willingness is related to motivation.”

In short, the Skill Will Model enables managers to determine how to help every employee improve their performance. This, in turn, leads to a motivated, engaged workforce willing and able to help you achieve your business goals and desired results.

As an HR leader, you can teach managers how to use this matrix and what performance management strategies they can work with to engage their employees.

The four quadrants of the Skill Will Matrix explained

Let’s take a look at the four quadrants of the Skill Will Matrix, the characteristics of employees in each, and respective management strategies in more detail.

Quadrant I: High Skill, High Will

• Possesses the skill and will to perform
• Seeks new opportunities to grow
• Eager to learn and develop new skills
• High motivation and drive
• High performer and achiever

Talent management strategy: Delegate

An employee in this quadrant needs less of a coach and more of a mentor. Encourage and empower them to adopt a self-coaching approach, but always be available for them if they need advice or guidance. 

Quadrant II: Low Skill, High Will

• Has the desire to complete tasks but lacks the skills to do so
• High enthusiasm
• Strong desire to succeed and excel at work
• Tends to be new to a career or job level

Talent management strategy: Guide

Give this employee as many opportunities as possible to develop their skills and encourage them to take managed risks, which they can learn from. 

Quadrant III: Low Skill, Low Will

• Lacks the skills and motivation to perform
• May have failed before and be afraid to fail again
• Could be in the wrong role or be a poor fit for the team or organization
• May be reluctant to ask for help

Talent management strategy: Direct

Working with someone in this quadrant will require the most time and effort. Set clear expectations and deadlines and closely monitor their progress. Encourage them to reach out for help when they need it. 

Quadrant IV: High Skill, Low Will

• Possesses the skills to perform but lacks motivation
• May have reached a plateau
• May have had a recent manager/team change
• In need of a new challenge

Talent management strategy: Excite

Figure out what motivates this employee, then link this to their role to boost engagement. Work together to reduce anything in their role or working environment that is having a negative impact on their motivation. 

History of the Skill Will Matrix

Organizations have been using the Skill Will Matrix for several decades; a testament to its value to managers in overseeing the performance of their direct reports. Paul Hersey and Ken Blanchard derived this tool from the model of situational leadership they created in the 1970s.

As the term suggests, situational leadership involves management and leadership flexing their managerial and leadership style to match the specific situation and individual employees with which they are engaging.

It describes for types of leadership behaviors tailored to meet the varying readiness levels of followers:

• Directing: The leader provides specific instructions and closely supervises performance, ideal for followers who are enthusiastic but lack specific skills.
• Coaching: While still providing direction, the leader encourages two-way communication, offers support, and helps build the confidence and motivation of followers who are attempting to build their skills.
• Supporting: The leader facilitates and supports followers’ efforts towards task completion and shares responsibility for decision-making with them. This is suitable for followers who have developed abilities but lack commitment.
• Delegating: The leader offers less guidance, giving followers the responsibility for decisions and execution of the work. It’s best suited for followers who are highly competent and motivated.

The Situational Leadership Model is illustrated below, and if you compare it to the Skill Will Matrix above, you can see the similarities.

While this matrix is sometimes considered to be too simplistic, it can still guide you effectively in finding the best management approach for your employees.

What is the difference between skill and will?

‘Skill’ is the competence employees possess to function in their role effectively. People acquire and develop skills through learning and practice. Skills can also be measured in terms of proficiency levels – beginner, intermediate, advanced, and expert.

‘Will’ signifies the degree of motivation employees have to perform a task or function in a role. Several things can impact employees’ level of will – degree of skill, professional aspirations, team and organizational culture, and personal life. It is evident from these lists that managers need to be very engaged with their staff to know what skills their team possess, the levels of proficiency of each team member, and also understand the motivating drivers that impact their will.

According to ExecVision, “(s)kill is objective. You have concrete KPIs and best practices to measure against. Will, on the other hand, is more subjective, and can only be uncovered through one-to-one conversation and observation.” However, to minimize the subjectivity in determining ‘Will”, a personality assessment, like a Hogan Assessment, can be helpful in determining employees’ ‘bright-side,’ ‘dark-side’, and ‘motivations, values and preferences.’

Depending on where employees are plotted on the matrix based on their level of skill and will, a different performance management style will be used.

Applications of the Skill Will Matrix

Skill Will Matrixes may be most useful in times of organizational transition. The following organizational changes describe its usefulness:

Employee development and training

Identifying where employees fall on the Skill Will Matrix enables managers to tailor learning and development opportunities that cater to their individual needs. For example, an employee with high will and low skill may find technical training beneficial, while an employee with high skill and low will may benefit from motivational initiatives.

Performance management

The Skill WIll Matrix can help managers understand the root cause of performance issues by separating skill and motivational deficiencies. This allows interventions to be more targeted, for example, coaching and skill-building activities for those with low skill or motivation-boosting strategies for those with high skill but low will.  

M&A

After an acquisition and merger, a manager may find this useful to better manage and motivate merged team members.

New manager

A new manager is hired from outside the organization to manage a pre-existing team. The manager will find this tool valuable during the first few months of employment to better manage and understand the newly acquired team’s skills and work preferences. This helps prevent early mistakes in choosing the appropriate style of interaction and achieve quick wins.

Organizational restructure

There may be more job opportunities in some business units during an organizational restructure but fewer in others after the restructure. A Skill Will Matrix will help leaders make decisions that support new organizational objectives and retain key employees.

New team members

It takes time to learn the skills, work habits, and learning styles of a new team member. The Skill Will Matrix can give managers a headstart in understanding an employee’s strengths, motivations, and preferred styles of communication and leadership. 

Better leadership

Using this framework helps managers communicate with and develop their team using the appropriate talent management strategy (Guide, Delegate, Direct, or Excite). These conversations help to uncover employees’ hidden strengths, which enables managers to place them in a position where they can flourish. 

Agile projects

Selecting members for agile projects can be a challenging and sometimes competitive process. Combined with the Competency Matrix, the Skill Will Matrix can be adapted to help leadership quickly determine the most competent and motivated employees to build agile teams that deliver timely results.

How do you fill in a Skill Will Matrix?

Here are some key steps to follow when filling in a Skill WIll Matrix for an employee. HR can teach managers how to do this, so they can better support and lead their team.

• Identify criteria: Determine the specific criteria that will be used to measure skill and will in your employees. For example, to measure skill, you might look at technical ability, experience, or quality of past work. To measure will, you might look for ways to assess enthusiasm, commitment, and initiative at work. It’s important that these criteria are tailored to align with the specific roles and responsibilities within the team.

• Assess each employee: Once you’ve identified your criteria for skill and will, you can evaluate each team member against it. This evaluation should be as objective as possible, potentially incorporating performance data, project outcomes, feedback from peer reviews, self-assessments, and direct observations. Place each employee in one of the four quadrants on the Skill Will Matrix.

• Introduce calibration sessions: In these sessions, managers can discuss their assessments with peers or HR to ensure consistency and fairness in how criteria are applied. This helps in aligning the evaluations across different teams and departments, reducing bias.

• Plan development approaches: For each quadrant, decide on suitable talent management strategies that can help to develop that set of employees. For example, mentoring, setting goals, and increasing motivation.

• Review and adjust: As you work to develop your employees, review where they are placed in the matrix. The goal is to help each team member progress towards the High Skill, High Will quadrant, indicating they are both capable and motivated.

Fictional case study: New manager hire

Daphne recently joined an organization as the HR Manager and is managing a team of 4 employees. Shelly has been on the team for four years as the Recruiter. In her prior role, Shelly was an HR Generalist for four years at another organization. Max is the HR Coordinator. He joined the team 12 months ago, immediately after graduating with a BA in Business Administration. Khris is the Senior HR Generalist, and she has been on the team for six years. Then there is Stellar; she has been the Payroll Officer for 18 months.

After working with and observing the team for about two months, Daphne wants to better understand the team’s capacity and degree of motivation to do their jobs. HR advises her to use the Skill Will Matrix and take the following steps:

1. She reviews the team’s performance evaluations over the past three years.
2. She solicits feedback about the team’s performance and each person’s capabilities from key stakeholders.
3. She reviews each of their Hogan Assessment Results
4. She meets with team members individually to discuss the reviews, feedback from stakeholders, Hogan Assessment results, and listen as they express their own engagement drivers, aspirations, and challenges.

Completing the Skill Will Matrix

After Daphne concluded the above steps, she completed the Skill-Will Matrix as illustrated below:

• Khris – Quadrant I: High Skill, High Will
• Stellar – Quadrant II: Low Skill, High Will
• Max – Quadrant III: Low Skill, Low Will
• Shelly – Quadrant IV: High Skill, Low Will

Khris – High Skill and High Will (Delegate): Daphne learned that Khris was a high performer and ambitious, needing little assistance in her work. Khris had applied to the manager role Daphne assumed. However, she didn’t have the managerial experience. Daphne decided she would challenge, nurture and empower her. She assigns Khris as the peer coach and, on certain occasions, allows Khris to shadow her as she manages the team. Daphne realized that as the organization grew, Khris’ experience, motivations, and disposition made her a valuable member to the team and even to her. It would be a massive loss if Khris left the organization.

Shelly – High Skill but Low Will (Excite): Shelly is a potential detractor. Daphne needs to identify why her motivation is so low and find ways to excite and motivate her. What she learns is Shelly gets bored after she feels she has mastered a task. Shelly has changed jobs/organizations every 3-4 years. Daphne consults with the HR Director, and they both agree that the organization’s growth would soon necessitate HR Business Partners. Shelly would make a strong HR Business Partner given her high competence, experiences, and personality profile. They communicated this to Shelly, who was thrilled by the prospect of this new challenge. Daphne began crafting a 12-month HRBP development plan for her.

Stellar – High Will but Low Skill (Guide): She has a good attitude and has developed positive working relationships with the team and staff. However, Stellar needs extra guidance and performance coaching. She is easily distracted and doesn’t pay enough attention to details. This leads to recurring mistakes and complaints from the HR Director. To develop her core skills, Daphne comes up with a plan of action. She identifies payroll administration training for Stellar to attend. She also spends considerable time sitting with Stellar during the payroll preparation week to provide frequent feedback on the process. Daphne develops a checklist and procedural guidelines with clear rules to help Stellar be more attentive and accurate. These steps not only close Stellar skills’ gaps, but they also improve the employee experience and the HR Department’s image.

Max – Low Will and Low Skill (Direct): Unfortunately, Max is a low performer. Therefore, Daphne provides him with SMART goals, a work plan and has weekly check-in meetings with him. However, during the conversation with Max, prior to completing the Skill Will Matrix, Daphne learns that Max really wants to pursue a career in Marketing & Communications. He pursued the HR Coordinator role to gain work experience, earn an income and get into the organization. Daphne is privately discussing an exit strategy for Max with the HR Director. Though his role is a junior role, it is critical to providing HR service to all the employees and to the HR Department. It is essential to have someone with the right skill and will to consistently provide quality service.

Through this process, Daphne was able to customize the management of her team in a way that addressed their performance and motivational needs by empowering, exciting, guiding, and directing them.

Over to you

Simply put, the Skill Will Matrix is a valuable framework and a starting point for determining appropriate employee performance coaching techniques. This performance management tool helps you uncover and bridge the skills gaps, utilize your employees’ strengths, and motivate them based on their values and preferences.

The post A Complete Guide to the Skill Will Matrix [Free Template] appeared first on AIHR.

No senior leader lasts forever. But with a rock-solid succession planning strategy, you can ensure a smooth transition of leadership, minimizing disruption and maintaining stability. Providing clear pathways for career advancement encourages employee engagement and loyalty, and enables you to build a bench of highly skilled people ready to take over the reins – all fuelling long-term growth and innovation.

Contents
What is succession planning? 
11 succession planning best practices to follow 
Succession planning examples

What is succession planning? 

Every organization, regardless of size or sector, needs a plan for the future. Succession planning is a proactive strategy for identifying and nurturing high-potential employees to fill critical roles when current leaders move to another role, leave the company, are fired, retire or die. Your company can ensure a smooth transition and maintain stability during leadership changes by preparing a talent pipeline of successors.

The process begins with identifying critical positions essential for continuity and growth, assessing the talent pool to pinpoint potential successors, and implementing targeted development programs to equip these individuals with the necessary skills and knowledge.

The result is a seamless transition that minimizes disruption and maintains operational stability. Also, a commitment to people development increases loyalty and retention among high-potential staff. Yet, many organizations still face challenges in implementing effective succession planning strategies, underscoring the need for continuous focus and adaptation to evolving business and workforce dynamics. 

11 succession planning best practices to follow 

1. Start early and plan continuously

Always be prepared for unexpected changes. Begin the succession planning process well before it’s needed and make it an ongoing effort rather than a one-time event. Starting early and planning continuously in is crucial for ensuring organizational resilience and adaptability.

HR tip

• Conduct regular reviews of your succession plan so that it remains relevant and effective during changes like shifts in business strategy, restructuring, or evolving market demands. Update plans to reflect current priorities, talent landscapes, and future leadership requirements.
• Encourage managers to discuss career ambitions with team members annually These discussions help align individual goals with organizational needs, identify potential leaders early, and tailor development opportunities to prepare employees for future roles.

2. Develop a formal succession plan

Create a structured and documented succession plan that outlines how potential successors are identified, developed, and prepared for their future roles.

A formal plan establishes clear criteria for succession, aids in the objective assessment of potential candidates, and outlines the development paths necessary for their readiness, facilitating a smooth transition of roles.

HR tip

• Create a formal document that acts as a roadmap, detailing the procedures, timelines, and responsibilities involved in preparing for leadership changes. Ensure all stakeholders understand their roles and the expectations placed upon them.
• Monitor and regularly update the plan to reflect changes in strategy and personnel and communicate changes to ensure transparency.

3. Involve senior leadership

Ensure senior leaders are actively involved in the succession planning process to lend it the necessary credibility and authority.

When top executives demonstrate a visible commitment to identifying and grooming future leaders, it signals to the entire organization that succession planning is a strategic priority, deserving of time and resources. This can take various forms, from participating in planning meetings and decision-making processes to directly mentoring potential successors.

HR tip

• Get senior leaders to communicate the importance of the succession plan for the organization’s long-term success. This sets a tone that encourages all employees to take the process seriously. By discussing their own career paths, including challenges, successes, and lessons learned, senior leaders can set an example and inspire potential successors.
• Encourage leaders to take a hands-on approach to identifying and mentoring potential successors. By helping to develop the next generation of leaders through mentorship, they can impart critical knowledge, skills, and organizational values.

4. Identify key positions and skills

Clearly define which positions are critical to the organization’s success, and identify the skills and competencies required for these roles. Conduct an analysis across departments to pinpoint roles that have a direct impact on the company’s bottom line, operational efficiency, and strategic direction.

By employing a combination of job analysis techniques, such as interviews with incumbents and supervisors, and reviewing performance data, your organization can define the essential functions and responsibilities of these key positions and develop people who can drive innovation, navigate change, and lead effectively.

HR tip

• Create competency models for key positions. A systematic approach to talent development and succession planning, enables you to align training and development initiatives with the critical competencies needed for success.
• Regularly review and update the skills and competencies required. Adopt a proactive approach that ensures your talent pool is prepared to meet future challenges. By analyzing market trends, tech advancements, and strategic shifts, you can adjust competency models accordingly.

5. Assess the current talent

Conduct thorough assessments of current employees to identify those with the potential to fill key roles, considering performance and also potential and aspiration.

Beyond evaluating past and current performance, consider the employee’s potential to grow and their ambitions within the company. You’ll gain an understanding of who has the drive and ability to succeed in more challenging positions.

HR tip

• Use the 9-box grid to assess employee performance and potential. This versatile tool helps in visualizing an employee’s current performance against their potential growth, placing them within a matrix that ranges from low to high on both axes. You can then categorize employees into segments that inform different development strategies, such as targeting specific training for high-potential individuals or creating action plans for those who are skilled but may lack motivation.
• Conduct regular talent reviews to update employee assessments. Regular talent reviews are essential for keeping employee assessments up-to-date and Annual or biannual reviews provide an opportunity to reevaluate employees’ positions on the 9-box grid, taking into account their recent achievements, improvements, and feedback.

6. Invest in professional development

Provide targeted development opportunities, including training, workshops, and further education, to prepare identified successors for their future roles.

This includes learning experiences such as specialized training, workshops, and further education programs. By focusing on the competencies and leadership qualities required for key positions, you can bridge the gap between an individual’s current capabilities and those needed for their next role.

HR tip

• Tailor development plans to the individual needs of potential successors. This maximizes the effectiveness of succession planning efforts. Work closely with these employees to identify their developmental needs and career goals and design a plan that addresses these through targeted training, mentorship, and stretch assignments.
• Offer a mix of on-the-job training, formal courses, and external conferences. Enrich the learning experience for potential successors. Formal courses, whether online or in-person, provide structured learning on specific topics, often leading to certification or advancement in certain skill areas. External conferences expose them to industry trends, networking opportunities, and best practices beyond their immediate organization.

7. Implement mentoring and coaching programs

Use mentoring and coaching to facilitate knowledge transfer and leadership development, pairing high-potential individuals with experienced leaders.

This accelerates the development of potential successors and strengthens the organizational culture by building a sense of continuity and investment in the future leadership pipeline. Mentoring and coaching provide a direct channel for the transfer of tacit knowledge that is often not captured through formal training programs, making it a key component of effective succession planning.

HR tip

• Match mentors and mentees based on career aspirations and developmental needs. This ensures that the mentorship is relevant and meaningful to the mentee, addressing the areas where they require growth to prepare for future leadership roles. Consider both parties’ personalities, professional backgrounds, and long-term career goals when making these pairings, as a good match significantly enhances the learning experience.
• Provide training for mentors on how to support their mentees effectively. Equip mentors with the right tools and knowledge on how to support their mentees. Cover areas such as communication skills, setting goals, providing constructive feedback, and understanding the mentee’s unique developmental needs.
  Well-equipped mentors make the experience more beneficial for both parties.

8. Incorporate Diversity and Inclusion

Ensure the succession planning process is inclusive, promoting a diverse pool of candidates for future leadership roles.

Diversity in leadership reflects a commitment to equity and representation and brings a wealth of perspectives that drive better decision-making, enhance creativity, and improve organizational resilience. By consciously including individuals from a wide range of backgrounds, experiences, and identities, your company can tap into a broader set of skills and viewpoints, crucial for navigating complex global markets and promoting an inclusive workplace culture.

HR tip

• Actively seek diverse candidates for development opportunities. Go beyond traditional talent pools and consider people who may have been overlooked due to unconscious bias or systemic barriers. Broaden your recruitment efforts, use diverse selection panels, and implement targeted leadership development programs for underrepresented groups.
• Monitor and report on diversity metrics within the succession planning process. By regularly monitoring and reporting on these metrics, you can identify trends, pinpoint areas needing improvement, and adjust strategies accordingly. This data-driven approach ensures accountability and helps to maintain focus on building a diverse leadership pipeline.

9. Use succession planning software

Leverage technology to streamline the succession planning process, making it easier to track progress and maintain up-to-date information.

Advanced software solutions provide tools for assessing talent, monitoring development progress, and updating succession plans in real time. This facilitates better decision-making and allows for timely adjustments to plans based on current needs and future goals. It also provides a centralized platform for all related activities.

HR tip

• Evaluate and select software that meets the organization’s needs. Carefully evaluate different software options, considering factors such as functionality, scalability, user-friendliness, and integration capabilities with existing HR systems. The software must accommodate the unique aspects of your organization’s succession planning process, including the ability to track and analyze the competencies and progress of potential successors.
• Train HR staff and managers on how to use the software. This includes understanding how to input and update information, interpret data, and use the reporting and analytics features. Regular refresher courses and support resources also help users stay updated on new features and best practices.

10. Plan for emergency successions

Prepare for unexpected vacancies by having an emergency succession plan in place for key positions.

Identify potential scenarios that could disrupt operations, such as the sudden departure of key personnel, and develop plans to address these risks promptly. Having a clear action plan for immediate succession will minimize downtime and maintain stability, so that essential functions continue without significant interruption.

HR tip

• Identify interim leaders for critical roles. Work with current leaders to create a list of potential interim successors, based on leadership ability, experience within the organization, and familiarity with the role’s duties. Targeted development and cross-training, ensures they are ready to take on leadership responsibilities at a moment’s notice.
• Regularly review and update emergency succession plans. Emergency succession plans are living documents. Reassess the list of critical roles and potential interim leaders, and update  procedures based on restructuring, strategy shifts, or lessons learned from past emergencies. Annual reviews mean you can respond swiftly and confidently to unexpected leadership vacancies.

11. Communicate the plan

Clearly communicate the succession planning process and its outcomes to stakeholders, including potential successors, to manage expectations and ensure transparency.

By openly sharing information about how potential successors are identified, developed, and selected, you demystify the process and encourage a positive and inclusive culture. Transparency helps to align the workforce with your organization’s vision and goals, ensuring that everyone understands the role they play in the company’s future success.

HR tip

• Develop an internal communication strategy that includes timelines and milestones. Outline what will be communicated, to whom, how, and when. Include timelines and milestones. Ensure that stakeholders are kept informed at critical points, such as when assessments are taking place, development programs are launched, or changes to the succession plan are made.
• Provide feedback to employees about their progress and future opportunities. Keep employees motivated and engaged with honest, constructive feedback, focus on areas of improvement and recognise achievements. Discussing future career paths and leadership opportunities helps employees see a clear connection between their development efforts and their career progression.

Succession planning examples

Apple: Internal development for leadership continuity

Apple’s focus on internal succession aligns with research showing that promoting from within leads to smoother leadership transitions and continued strong business performance. CEO Tim Cook believes in being ready for unforeseen circumstances.

His commitment to developing several internal candidates for the top position ensures that Apple has a pool of capable leaders ready to take over, and points to his desire for the next CEO to emerge from within the ranks. This strategy aims to maintain continuity and preserve the unique culture and innovative spirit that have been hallmarks of Apple’s success.

Microsoft: A lesson in internal leadership development

Microsoft’s decision to appoint Satya Nadella as CEO highlights the challenges many large organizations face in this area. Initially, when Steve Ballmer announced his departure, Microsoft’s response suggested a lack of preparedness, with a search process heavily skewed towards external candidates, despite the company’s position as a tech powerhouse with a strong internal talent pool.

Eventually, after a comprehensive search that considered 100 potential candidates, Microsoft chose to promote from within, selecting Nadella, an insider with a deep understanding of the company and a clear vision for its future. This decision turned out to be highly beneficial, leading to significant cultural shifts and substantial growth in market value. His success serves as a crucial lesson for other corporations: a well-defined succession plan that values internal candidates can drive innovation and propel sustainable growth.Top of Form

Key takeaway

Poor succession planning leads to substantial financial losses. It’s crucial for any organization to have a succession planning strategy that identifies and nurtures high-potential employees to fill key roles when current leaders depart. This ensures stability and continuity in leadership transitions.

Implementing best practices in succession planning, such as starting early, developing a formal plan, involving senior leadership, and investing in professional development, can mitigate these risks. Effective succession planning promotes long-term growth and innovation within the organization, demonstrating the critical need for continuous focus and adaptation to evolving business and workforce dynamics.

The post 11 Succession Planning Best Practices to Follow in 2024 appeared first on AIHR.