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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Scooped by Deb Nystrom, REVELN
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Talent Wins: 4 Strategies to Ramp Up Retention

Talent Wins: 4 Strategies to Ramp Up Retention | Talent and Performance Development | Scoop.it

Successful organizations focus on people as well as profits, built with talented staff that take action as co-owners of the business. Twenty-first century talent retention practices can build greater success in your organization. Here’s are 4 ways leaders can help this happen:

    

1) Check your “hire smart” bench strength & compensation

Nothing breeds success like talented staff and the ability to pay them at the going market rate.  Nothing works right if you don’t have these two basics as your foundation. It’s hard to keep the great staff you have with lower market pay, and it’s hard to succeed with staff that are sub-par for what you need, and cannot adapt to what’s needed and next for your business.  

        

Make sure your hiring process is top-notch using behavioral and performance based questions and follow-through. Don’t hesitate to make change if staffing mistakes have been holding your business back from success.

       

2) Tune how you give feedback, people preferences matter First, GIVE the positive feedback. So many leaders do not do this.  Whether you are a colleague, peer leader or supervisor, 75% of people like to hear specifics about their good work, AND 25% do not. Tune what you say to your peers and direct reports to offer, in general, a 5-1 ratio of positive as well as performance improvement feedback.

    

Based in recent research,  the 5-1 ratio  creates credible feedback that builds intrinsic motivation and high performance teams. For the other 25% make sure they have resources and your full support to develop and excel. They don’t need much more than that.

    

3) Have performance conversations

Performance appraisal is a relic from the 20th century industrial age. Instead, have ongoing, informal performance conversations for both groups and one on one. 

   

4) Have a retention conversations

Retention conversations or “stay interviews,” a term coined from research by Dr. John Sullivan, a former talent executive, happen along with regular conversation with your peers and teams. These conversations include questions like:

      

What do you like best about working here?

What do you consider to be the best work you’ve ever done here?

If you could do your best work of your life, what would that be?
    

Also see on REVELN:  

       

     

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Deb Nystrom, REVELN's insight:

More questions for the "stay" conversation, which can be woven into regular conversations with your staff, peers and direct reports are in the original article here.  ~  Deb

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Deb Nystrom, REVELN's curator insight, April 1, 1:21 PM

What makes for best practices for 21st century talent retention? Review these 4 practices to see if your organization is up-to-date. ~  Deb

    

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What's Deadly about Workplace Hierarchy, Developing Performance

What's Deadly about Workplace Hierarchy, Developing Performance | Talent and Performance Development | Scoop.it

“[Hierarchies] are not very good at mobilizing effort, at inspiring people to go above and beyond.” Gary Hamel   ...hierarchy is a relic. ...It slows communication...decision-making...input. It discriminates against new talent and advocates for the familiar. .....Fresh ideas are stifled in hierarchies.
 

Hierarchies were useful to control employees when they could be easily replaced. Today it takes more than holding a job to motivate employees. They want to unleash their strengths, apply their passions and work alongside others who do the same

In time, rigid hierarchies...controlled by personality at the top will be outdone by nimble organizations that give power to teams. This ...shift gives the competitive advantage to businesses that leverage the collective talents of their people. ...organizations cannot thrive...with outdated structures that celebrate the individual at the top of the pyramid.
    

It’s more than seeking employees’ inputs, however. Replacing hierarchy means putting employees at the table co-creating solutions with managers, if they exist, to drive business results.

Deb Nystrom, REVELN's insight:

Performance and talent management systems tend to exist now embedded in hierarchical systems.  Talent & performance development requires something quite diffferent, unhinged from industrial age systems, as the author implies. ~  D

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