While the economy was in a free-fall, companies slashed their workforces, merit pay increases, bonuses, training programs, and many other elements that together define the employee – employer relationship. Many employers no longer deemed it necessary to be considered the employer of choice by offering incentives to attract and retain employees.
Now management is coming to terms with the fallout from some of their decisions. Today’s workers are recovering from the effects of being overstretched and under-rewarded, have been worn down with worry over their own job security as they watched their co-workers being fired or laid-off and are exhausted from the extra work piled on them as a result.
For more dismal news studies are showing High Performers and High Producers after months of tireless effort are finally stepping back and asking, “What about me? What about my career?”
Are you prepared to face the crisis of your high performers not showing up to work one morning?
Do you know which of your high producers are burned out?
Do you know what would motivate your most valuable employees?
The answers aren’t always obvious. People do the same things for different reasons. People do not always disclose their true selves. Having a way to objectively tell which employees are stressed and burning out and what would motivate them could have a dramatic impact on your business. More so than new products, stream lined distribution, leaner logistics, or better technology.
If you have been surviving this economic downturn who should you thank? In part, your employees. Invest in your most valuable resource. With 50% or more of your capital walking out the door every night can you afford not to?
Now, what to do next? Innovate. Add some fresh talent from the entry level talent pool. You can’t put off hiring young people forever. Pressures to innovate increases while your current workforce ages and retires. Eventually, adding some fresh energy, enthusiasm and new skills will be critical to your business.
RBC Bank posts on their web-site, “we know that the heart and soul of innovation is not technology, but people. People are the engines of innovation, and when people grow and succeed, a company grows and succeeds.”
If developing an innovative talent management practice to identify potential, develop capabilities and enhance the performance and success of employees isn’t a critical part of your business plan, it should be.
While judging personality may well be the most critical component in determining whether someone is right for a job, it is also the most elusive factor to measure. Some CIOs, like Arnold Logistics Kautz, uses behavioral assessment tool to measure a person’s fit for a job. Kautz has had success with Predictive Index™ (PI), having hired six people with the tool since 2001, all of whom still work for him.
Developed in the 1950s, the PI provides information about the working conditions that are most rewarding to an individual and that make the employee the most motivated and productive.
PI can legally be used to screen candidates. After a benchmark has been developed, screening potential candidates saves an enormous amount of time, often cutting hiring times in half.
Fast, easy, and accurate Predictive Index™ can help your organization integrate new talent into positions where they will excel and be the most productive.
As the economy recovers more and more executives are dragging themselves out from under the rubble with an eye to the future.
Where is your focus?