Tag Archives: Talent Management

Employee Productivity Management

Employee productivity management is normally seen as a manager’s job, and that might be a good thing. Recent research has shown that some managers can achieve up to 10% increases in productivity among their staff.

In the video below I discuss this phenomenon and what it means for HR professionals and business leaders. I also talk about a book that has some crossover between the research on employee productivity management and how it actually played out in another study of manager impact on employee engagement, performance, etc. The third piece I discuss is a philosophy of author/speaker that HR’s last great unexplored frontier is employee productivity and how to get more from our staff. I think that’s a key piece of why engagement has become the hot buzzword in recent years (it sounds cooler than employee productivity management), but they both mean basically the same thing: how can we get more work out of our people for the same amount of money?

If it was an easy answer, we’d have answered it already. The book that I talk about in the video covers some amazing concepts for how to develop a culture of belief that is so strong that it drives employee engagement and profits. I highly encourage you to check it out if that’s something you are interested in.

Check out the video and let me know what you think!

Employee productivity management show notes


So, what do you think? How can HR professionals best impact employee productivity?

Want more? Check out the free employee performance management guide!

Management Mistake From Undercover Boss

This common management mistake affects all organizations

management mistake undercover bossI don’t have cable. I watch 1-2 shows online, but I’m otherwise not enslaved to the TV. Recently when visiting my wife’s parents’ home I caught a few minutes of an episode of Undercover Boss. It was an interesting show, but when it got to the end and the CEO started making decisions, I realized again how common this specific management mistake really is.

At one point during the episode, a truck driver had tried to train the CEO on how to drive the truck, and he failed miserably. At the conclusion of the show, the CEO promoted the truck driver to be a supervisor over the other drivers.

What’s the lesson here?

Technical experts shouldn’t automatically become managers of other technical people. Continue reading

A, B, or C Player? What Are You?

Talented Players-Part 2

The second half the title didn’t make it due to space, but it should read “A, B or C? What Are You? Do you, or should you, care?

a player knocks out of parkQuoting from Part 1 of this series as a refresher:

Think about your own team or company. Can you stick a label on each person to identify them as an A, B, or C? More importantly, should you?

Do your people need to have a label of A, B, or C stuck on them from the moment they walk in the door? I could go either way with this, so I'm not saying you should or should not. I just want you to think about your own people and if it makes sense to do it for them…

But maybe it's not the best way to “box” your people in? Are you tacking on a label based on their current performance/situation when it will change over time? Continue reading

A Players, B Players, and C Players

Talented Players-Part 1

a b c playersRecently a friend pointed me to an article discussing A players, B players, and C players. I had some differing thoughts when I read it, and I’m going to break it down and discuss a few different parts of the article that need addressing.

A players are star performers. They are employees who put their professional lives ahead of their families and personal lives because they are striving to accomplish more or move upward in the organization. A players are the risk-takers, the “high potentials,” and employers enjoy finding and hiring them. They are also the players most likely to leave the organization for opportunities elsewhere. Continue reading

Why Do You Keep Hiring Poor Candidates? (Leadership 101)

poor culture fitSo you made a bad hire. Lesson learned. Eventually it happens to everyone.

But why haven’t you moved them on yet? Why are they still hanging around and leeching the morale from your team when you know good and well that they just aren’t going to fit?

Every day that you keep a “poor fit” employee, you make the decision to hire them all over again.

I’ll explain. See, when you hire someone and put that money into them, that’s what economics nerds like to call “sunk cost.” In a nutshell, the cost of the original choice has already been incurred, so don’t let that impact your decisions going forward. Continue reading

Internal Talent Management

How internal talent management keeps you competitive

internal-talent-managementWe need the right people sitting in the right seats.

If you’re familiar with the phrase, then you know it’s all about finding the right talent fit for your organization. This discussion shifts from the external focus to the internal talent management process. The reality is that we don’t always have the right people sitting in the right seats when we decide to get serious about the process.

So… What now?

Well, you have a few options. Continue reading

7 Hidden Reasons Employees Leave (Book Review)

Recently I received a copy of 7 Hidden Reasons Employees Leave by Leigh Branham to review. It was great timing, because I’ve had the “big picture” retention ideas floating through my head in preparation for the HR portion of a leadership retreat at work. This truly was a fantastic book with many great insights, and I can’t list them all here. I’ll hit on some of the high points that really got my blood pumping as an “in the trenches” HR pro:

  • There is a major disconnect with regard to how managers understand retention. According to the research, 89% of managers believe employees leave/stay for money; however, surveys show 80-90% of employees leave for reasons not related to pay (job fit, manager, culture, work environment, etc.)
  • In many companies exit interviews are handled by HR. Surely we’re using that opportunity to learn where our weaknesses are and how to manage them, right? Wrong! 42% of HR departments admit their exit interview program isn’t effective. Continue reading