Women & Leadership: How to Develop More Female Leaders

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Women & Leadership: How to Develop More Female Leaders

Not only have gender-related leadership conversations emerged lately in the media, the attraction, retention, and development of talented women has become an important issue for many employers in recent years. Organizations are increasingly recognizing the need to develop and support more female leaders in their workplace.

"We seem to be getting more and more requests lately for training and coaching programs that address the specific needs of women in the workplace," says Chris Kutsko, Director of Learning & Development at ERC. She explains, "Subjects like Assertiveness, Personal Branding, Empowerment, and Leadership for Women are topics that are getting more attention. In addition, C-Level executives are making a more conscious effort to equip their female leaders with the tools, training, and support to help them achieve higher levels within the organization."

Developing more female leaders sometimes raises challenges and questions for organizations, in terms of how they can support, train, and develop them, as their needs are often different from male leaders. Here are some suggestions.
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Top 5 Trends in Training & Developing Talent

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Training and development is a critical aspect of an organization's talent management strategy. Every organization needs to invest in it to attract and retain talent and grow their employees' knowledge base and capabilities. Here are five current trends influencing training and development.

Trend #1: Training is a means of keeping, developing, and rewarding talent.

Training has evolved into not only a means of developing employees’ skills, but also a strategy to retain, develop, and reward key talent. In ERC's 2012 Talent Management Practices Survey, the majority (57%) of organizations say they use training and development opportunities as a strategy to retain top or key talent and 61% use it as a way to reward and recognize employees.
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Ohio Training Grant Update

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ERC continues to work closely with the Ohio Development Services Agency (formerly Ohio Dept. of Development) to get the latest news regarding the Ohio Incumbent Workforce Training Voucher Program.

Since the announcement of the grant on 12/21/12 by Gov. Kasich, the Agency has received applications that have expended the $20 million budgeted for the state’s current fiscal year (July 1, 2012 - June 30, 2013). However, within the last week, we received this advice from the Agency:

 “We are still encouraging folks to complete the application. As we begin reviewing applications, there may be ineligible costs that will become available to those that might be in our queue.”

As always, we are here to answer your questions and to help with the application process. For more information contact Pete Bednar at 440-947-1293 or pbednar@yourERC.com.

5 Ways to Spot & Develop an Emerging Leader

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5 Ways to Spot & Develop an Emerging Leader

Your emerging leaders are your rising managers and leaders in the making. But how do you spot an emerging leader and then develop them into a leadership role? Picking the right people and training them the right way is essential. That's why we've provided five (5) qualities these talented employees usually embody plus 5 ways to develop them.
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Employers Develop Younger Workers

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Cleveland– According to the 2011 ERC/NOCHE Intern & Recent Grad Pay Rates & Practices Survey, most Northeast Ohio employers invest resources in training, development, and performance management activities for younger workers, particularly new graduates.

The survey shows that over 70% of employers provide new graduates with an orientation during their first week (72%), conduct performance evaluations (71%), and provide regular feedback and coaching (71%). Additionally, more than half of employers provide formal training (56%) and access to a mentor (52%). Fewer (20%) offer management in training programs for new graduates, however.  All of these developmental activities were more commonly offered by non-manufacturers than manufacturers. Similarly, larger organizations tended to be most likely to provide these, although they were still commonly used by small and mid-sized organizations.

Specific training and development opportunities provided to their new graduates as cited by respondents included: on-the-job training, corporate culture training, product/industry/market training, mentoring, shadowing, and targeted leadership development programs.

The results of the survey show that organizations are making investments in training and development for their younger professionals and emerging leaders. These organizations understand the benefits of on-boarding and developing younger employees early in their careers for their businesses and in developing a pipeline of talent.

View the Intern & Recent Graduate Pay Rates & Practices Survey

This survey reports data from Northeast Ohio employers about their internship and recent graduate employment and pay practices.

View the Results

Growing Your Rising Stars

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Your organization may have some rising stars – high achieving employees with the ability to move up in your organization and carry the demands of your organization’s most challenging and promising opportunities. You may love their work, think highly of their potential, but notice a few skills or abilities that need some development before promoting them to the next level. Here are a few ways to grow and engage your rising stars.

Uncover their (and your) objectives.

According to a 2011 study conducted by the Corporate Leadership Council, 1 in 5 emerging leaders believe their personal aspirations are different than the plans of their organizations. Obviously, there’s a strong disconnect between what emerging leaders want from a career and what they think their organization wants from them in the future. Before your organization pours resources and time into the process of developing these employees, be sure that both of your objectives match. Similarly, in order to know how to develop your rising stars, your organization needs to determine its long-term objectives and the talent it will need to achieve those. For example, will your business be expanding? Will its product/service line change? What skills will it need? How will technology affect your workplace? When will leaders retire or move on? Growing your best people often requires good workforce and succession planning.

Place on intense assignments and in challenging roles.

Research shows that intense, challenging, and risky assignments are the best learning experiences for growing leadership capabilities – and more meaningful than traditional job rotation programs. These developmental assignments not only engage the rising star, but also allow your organization to evaluate how well the employee performs on new challenges they have not experienced and where further development is needed. Similarly, rising stars should be placed in challenging roles and positions – perhaps an undeveloped area of the business, a department that is underperforming, or a potential business opportunity that has not yet been ceased. It’s important not to shield rising stars from the realities and stressful situations they will face in future roles. Rather, throw them into the fire, but build in support.

Provide formal training and development opportunities.

While job experiences are one of the best ways to grow rising stars, there’s no replacement for the classroom. Seminars, activities, and instruction are a necessary supplement to leadership development initiatives and frequently are used to grow capabilities in key leadership topics like change management, presentation, communication, influence, and negotiation. Other formal development opportunities such as attendance at conferences, certification programs, advanced degrees, participation on boards, and involvement in professional associations can all be helpful in growing capabilities. Rising stars will need to acquire knowledge not only in their organizations and through experiences, but also externally from facilitators, coaches, and peers.

Engage in regular feedback and dialogue.

A conversation once or twice a year isn’t going to grow your best employees. Development done right requires frequent conversations and dialogue. This dialogue can address how the employee is performing and provide direction, guidance, and coaching on new stretch tasks and development opportunities. It can also help gauge their engagement and satisfaction with the initiative and how they are progressing in their development plan. These conversations often can help avoid derailment – failure or underperformance at the next level – a common problem many leadership development programs experience.

Beyond one-on-one dialogue, 360 feedback is another common leadership development tool that can help your rising star determine how their style and competencies are perceived by others in the workplace such as managers, coworkers, and customers. The results can be used for follow-up coaching and training.

Use your current leaders as resources.

While most development responsibilities fall on HR or line managers, seasoned leaders and top managers can (and should) be actively involved in mentoring and developing rising stars – not just evaluating and selecting who these leaders will be.  Oftentimes, exposure to current leaders and tapping into their perspectives, knowledge, and experiences can be very effective in growing future leaders if they want to be engaged in the developmental process. It can also engage your rising stars, providing them with opportunities to interact and build relationships with your senior staff. Plus, your organization may save on other developmental costs such as use of an external coach or mentor that is not as ‘in tune’ with the workings of your company.

A range of work experiences, developmental activities, dialogue and feedback, and use of current leaders is a simple recipe for growing your rising stars into higher levels of your organization and engaging them.

Additional Resources

The Emerging Leaders Series
Have the emerging leaders within your organization been identified? Do they have the skills and knowledge needed to best represent your organization? This two-part series covers professional etiquette in and out of the workplace, communication skills, and the traits of a strong leader. Participants will learn tools to present themselves more effectively and enhance their contribution to the organization. 

Leadership Development Training
Developing your leaders or managers? Check out the range of courses we offer to help you grow talent of all levels and especially managers and leaders. Click here

Coaching, 360s, & Talent Management
ERC offers several developmental services including employee, manager, and leadership coaching, 360 feedback initiatives, as well as assistance with talent management projects including workforce and succession planning to support your leadership development initiatives. For more information, please contact consulting@yourerc.com.