You have been hosting an annual talent management conference, others call it "ratings and rankings" and some call it "HRD meetings." However, no matter what you call it, this is usually the opportunity for each department head to sit together and calibrate employee performance every year - discuss potential and identify employee development plans to improve current performance or plan for potential employees in the next step.
After more than 20 years of working in the human resources profession, this initiative seems to have successfully identified and planned 20% of the work - there is no doubt. This is a special group - smart, savvy, highly networked and energetic. They will survive with or without training. You just need to provide them. They can even surprise you. They can find more and other ways in their career development. Because they are very smart, about 90% of the company's development resources may be spent on them. why not? Their bosses prefer external training, international assignments and many business trips. Sadly, after investing in their careers, other companies "started" to hunt them! The most important thing for them is their career, not your organization!
80% of people have lived in your organization, and because of the lack of a structured career path, they become complacent and spend a lot of time in their current work. In your annual review, there is almost no improvement in performance every year! But these are your employees who are so loyal to the organization and accompany you during the economic boom.
However, after sending them to your training as your initial dose, is it not frustrating to return to the same comment and still see the same performance results? If we are reviewing our tutorials, which of the following may be useful?
1. Suggest that they shape or ship - Management method
2. Tell them the importance of their work and the need to excel in respecting their profession - Consulting method
3. Ask about their current situation, career aspirations and where their future is suitable for organization - Coaching method
I have worked with the long-term leadership of the organization, and in our conversation he fully understands his performance. He has been doing the same job for [20] years - his key performance indicators have been negligible for years or just to meet expectations. He and he have a good team, but because of the lack of strong leadership, the team can hardly score. Since he is not satisfied with the current situation of the department, I asked him what his career ambition is and what the future looks like for him. He asked management about his desire to change the environment and try new ways of doing things. We decided to move him to another place. We are surprised by the results. The new mission gave him a different perspective, new eyes, and he was able to provide the opposite result entirely from his previous mission.
I still believe in the 70-20-10 training effect rules - 70% work, 20% coach and 10% training. To be successful, the coach is really important, and most of us know it, but we miss it.
Taking care of 20% of the elite team is still very good, but still 80% of the talent is not yet developed, only the coach can release their maximum potential.
Orignal From: When the coach is important
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