The 8 Defining Qualities of Top Talent

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

Over the years, ERC has researched what distinguishes a top performer from an average performer based on employers' perspectives. The results are strikingly consistent across industries and sizes. Regardless of the organization type, most employers define top performers very similarly and are looking for the same types of characteristics and behaviors in their employees.

What makes top talent different from average talent? Typically, these eight key qualities. 

1. They achieve results.

Top performers consistently achieve results and make positive contributions to their organizations. They "wow" customers, produce quality work, improve productivity, make good decisions, and model the right behaviors that lead to their success. They remain committed to excelling at their work despite challenges, and try different ideas and strategies to improve their results.

2. They're a go-to person.

Top performers are sought-after employees in the organization - not only because of their impressive knowledge and talents, but because they are easy to work with and dependable. They tend to be well-respected and valued by others in the organization for their abilities, insights, and perhaps creativity. They are often technical and functional experts that others can rely on to do the work well. They know their stuff and have a good reputation. They help other employees solve their problems.

3. They go above and beyond.

This is the classic differentiator of a top performer. Top talent do more than is expected and required in small and large ways. They seek opportunities to expand their responsibilities, challenge and develop themselves, and go above and beyond their jobs and to meet others' needs - including those of their coworkers and customers. They also typically perform above goals and standards.

4. They take initiative.

Top performers don't wait for someone to tell them to do a task. They begin new assignments before they are told, look for work to fill spare time, explore ways to solve problems or challenges, see new opportunities, volunteer for extra tasks, and can work well with little supervision.  They anticipate what needs to be done and make suggestions for how to add value, do things better, and work more efficiently. They act like a leader even when it may not be their job.

5. They're self-motivated.

Top performers usually don't need to be motivated in order to get the job done and done well. Their motivation is self-driven. They know their passions, interests, and priorities and pursue work that aligns with those. They typically have a purpose, set their goals high, and are persistent in reaching them. Their self-motivation fuels lifelong learning and development. They don't need to be told to develop skills because they usually are already taking steps to make themselves more valuable to the organization.

6. They think big-picture.

Unlike average performers, you can count on top performers to "get it." They strive to understand the organization's direction and goals and think beyond their immediate job. They may suggest enhancements to other areas of the organization, help coworkers or other departments, and align their personal objectives and priorities with those of the organization. They display an interest in helping the organization move forward and ask for opportunities to impact the organization.

7. They are a team player.

Top performers get along with others. They are able to collaborate with their colleagues and are cooperative with the needs of their team and organization, showing adaptability and flexibility to change and openness to others' views. They care about and are willing to pitch in and help their colleagues. They can balance both team and individual priorities. Top performers cultivate positive relationships with coworkers and customers, actively participate, communicate constructively, and are consistent and reliable.

8. They have integrity.

Great performers have integrity, and as a result, can be trusted by their peers and superiors. They can be counted on to exhibit the highest degree of ethics and honesty. They communicate and act with sincerity and dependability, saying what they mean and meaning what they say and doing what they say they will do. People consider them to be genuine individuals with the right motives.

If you're trying to achieve great things at your organization, it's critically important to hire and keep top performers with these qualities. Once you have the right people on the bus, you'll find that your organization spends less time managing performance and more time enabling it, less time disciplining and more time developing, and less time creating and enforcing policies and more time building a culture that attracts and keeps the best people.

Additional Resources

NorthCoast 99
NorthCoast 99 is an annual recognition program that honors 99 great workplaces for top talent in Northeast Ohio. If your organization is interested in being recognized as a best place to work in 2012 and thinks it excels at attracting and retaining top performers, please click here to begin your application today and join us for a free informative program to kick off this year's application process. 

Benchmark Reports
Interested in targeted metrics for top performers and benchmarking how your organization's practices for attracting and retaining top talent compare to others in the region? Please take a look at our benchmark reports which provide tons of information on great workplaces and top performers.

Staffing & Recruitment Services
Looking for better ways to source and select top talent and help finding exceptional performers? Consider using ERC's consulting and assessment services. Additionally, our network of Preferred Partners provides several discounts and cost savings on staffing and recruitment services that can help your organization save money.

Just Promoted to Supervisor? Here's What to Know About New Manager Training

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

training for new managers supervisors New Supervisor New Manager Training

Every organization faces the challenge of new manager training: transitioning an employee from team player to team leader. This transition from employee to supervisor is one of the hardest an employee must make in their career. After the promotion occurs, what should you do to make sure the transition goes smoothly and that your new supervisor is successful in their new role?

One best practice is to approach the transition like you would on-board a new employee. Would you expect your new employee to learn by trial and error? Probably not. Like a new employee, anticipate that new supervisors need both initial and on-going training and support to perform their new role and responsibilities. Similar to on-boarding, the more you develop your employee upfront, the less redirection is needed later. Here are some suggestions.

1. Clarify expectations and priorities.

Most new supervisors have little clarity regarding what their priorities and expectations should be in their new role and aren't prepared to be effective in their new role. As a first step, spend time discussing their new responsibilities and performance expectations and how these have changed from their previous role.

2. Discuss your organization's management philosophy.

Every organization has management norms and a certain style of leadership that supports its culture, so it's important to discuss with your new supervisor how your organization expects employees to be managed. This helps ensure that employees are supervised consistently throughout the organization.

3. Schedule them for new manager training sooner than later.

Schedule employees for supervisory training as close to the time of promotion as possible or even prior to the transition, particularly for softer skills (i.e. communication, conflict management, etc.). Make sure new supervisors are set-up with the most critical baseline skills they need to be successful on the job. This will minimize common new supervisor mistakes.

4. Brief them on managerial procedures.

Administering a performance review, conducting a write-up, handling employee leave, or dealing with a grievance are just a few of many complicated issues in which your new supervisor has never been exposed. Make sure supervisors are knowledgeable about correct procedures to handle these issues and can access the proper paperwork and guidance.

5. Coach them on critical conversations.

Your supervisor will soon find themselves in tricky situations such as dealing with an underperforming employee, high-performing but dissatisfied employee, employee who comes to work late, or a team that isn't working together. These situations require difficult conversations and often require new manger training. Consider counseling and role-playing with them on the right and wrong things to say in these conversations and how to handle and mitigate common employee problems.

6. Provide time to interact with other managers.

One of the best ways for your new supervisor to learn the ropes of management is to spend time with other experienced managers and excellent leadership role models who can encourage and guide them, listen to their challenges and frustrations, and help them learn through their own experiences.

7. Encourage self-awareness.

It's unlikely that your newly promoted employee has ever considered how their interpersonal style helps or impedes their effectiveness. As soon as they start managing people, however, the quirks of their interpersonal styles (how they deal with conflict, their communication preferences, their personality, etc.) become apparent. Provide tools to help them become more aware of their style and behavior and flex it to meet others' needs and become a more effective manager.

8. Redirect their natural reflexes.

Every new supervisor experiences some natural reflexes—including the urge to do the work themselves and impose their ways of doing things on others without building consensus or asking for input. New supervisors will need to be encouraged to fight their natural reflexes to go back to the tactics that made them successful in their prior role.

9. Suggest resources.

Recommend books, tools, articles, blogs, job aids, and other tools for your new supervisor to access in order to become a better manager. Better yet, create a library of these resources at your organization. This will also help your other managers in their on-going management development.

10. Observe their transition to identify additional areas of development.

In their first few weeks and months on the job, observe how their transition is going. Specific issues to observe may include how much (or little) they are delegating, how they are interacting with their employees, and their team's performance. Talk to the new supervisor and employees on the supervisor's team to gather additional feedback. If you notice issues early on and correct them, it's unlikely that they will escalate.

You can never fully prepare managers for all of the challenges they will face, but by providing training, guidance, and support to supervisors before they hit the front-lines you can set them up to succeed as new leaders.

Interested in learning more about training your supervisors?

Submit your contact information and receive instant access to a video highlighting our process and a brochure featuring our courses, delivery methods, and success stories.

Preview Supervisory Training

 

How to Create a Positive, Engaging Performance Review Experience

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

It’s the end of the year and for most employers, time for performance review conversations.

Have you ever left a performance review discussion feeling more engaged, inspired, and motivated? If you have, you understand that performance reviews can drive positive change and feelings, if done right. The trouble is that most managers don’t know how to facilitate these positive changes within the context of a performance review discussion.

All too often, performance reviews can be a negative experience for employees and managers alike, dreaded by some, avoided by others, and feared by even the best of performers. Managers often dislike providing performance feedback to their employees, and employees don’t like receiving it. Who can blame them? When the process is focused on judging, rating, and criticizing, as it is traditionally, it can lose its purpose and become a negative experience for everyone involved.

The performance review process doesn’t need to be perceived this way. It can be a time of re-engaging and re-directing employees towards greater success in the next year and affirming your support for their performance and development, while still meeting your administrative needs (i.e. merit increases, performance documentation, etc.).

Changing the perceptions of the process starts with changing the experience. Here are a few suggestions for your managers to create a more positive performance review experience.

Prepare and be objective.

Throughout the year, it’s important to collect information about your employees, including their specific accomplishments, performance problems, progress in their development, and current skills. This information will help you form a more objective evaluation of your employee. For example, every time your employee does something well, goes to a training, develops a new skill, has a performance issue, or goes above and beyond their duties, log the behavior, result, and cause (if known) in a diary for future reference. This will make completing your employee’s performance review much easier and accurate. Nothing is more frustrating to an employee than a manager who doesn’t have all of his/her facts straight or evaluates them too subjectively.

Deemphasize ratings.

Ratings can serve a purpose in the performance review process, but the focus of a performance review discussion should not be where the employee fell on the Likert scale or how the employee ranks compared to other employees. Employees can often get caught up in how they were rated and miss the bigger picture of the conversation. The performance discussion can quickly become an argument about differing opinions on ratings and this isn’t productive for either party. Additionally, remember that a manager’s core purpose in the performance management process isn’t to judge, but rather coach to improve performance.

Uncover causes of high performance.

A fair performance review should uncover an employee’s areas of high performance throughout the year and the causes of why the employee performed well on those tasks or projects. By identifying an employee’s successes and reasons for their success, you can better understand the factors that lead an employee to perform well, and maximize these factors in the future by recreating conditions that facilitate great performance.

Focus on improvement.

Another core purpose of a performance review is to improve performance. This rarely happens just by criticizing the employee and telling them what they need to improve. In fact, you’ll often find that employees don’t know where to start to improve, so there needs to be additional work, help, coaching, and development to close the performance gap that exists and to enhance and broaden skills. The performance review discussion should explore ways to close those gaps and expand skill sets, and discuss barriers to employees’ success as well as how those can be bridged or alleviated.

Suggest ways employees can learn and develop.

Explore learning and training opportunities and look for ways to align development with employees’ preferred learning styles. For example, some employees respond better to reading material, attending workshops, mentoring, or on-the-job training. The key is to find and suggest effective ways that employees like to learn and use these to encourage skill development. Map out a few learning objectives to ensure that employees are held accountable for building their skills.

Set goals and objectives.

A final step that’s beneficial at the end of a performance review discussion is goal setting. Setting goals towards the end of the conversation helps close the conversation on a motivational note, and get employees excited about new objectives and projects. Goals can strengthen performance and improve skills, and can be helpful in motivating employees to work towards new objectives. Ideally, employees should have input into what these goals are, versus just being arbitrarily assigned objectives.

Close with support.

Finally, it’s important to end a performance review discussion supportively. Express confidence in the employee’s abilities and let them know that you are there to support their success throughout the next year as they work towards their goals. Emphasize what they are doing right, what they can improve upon, and how you’ll help them. Cite specific ways that you will do this, and if possible, create a written action plan. Then, be sure to deliver on those promises. Even when an employee has much to work on, having the support and confidence of their manager can make all the difference between a negative or positive reaction to the discussion and feeling motivated to change their behavior.

In the coming years, make it a goal to have each and every one of your employees leave their performance review discussion motivated and inspired. You may discover that these discussions aren’t so bad after all, and create a more engaged team that’s ready to deliver great results in your organization.

Performance Management Training Courses

Performance Management Training Courses

ERC offers a variety of Performance Management topics based on your needs.

Choose a Course to Get Started

Ways to Thank Employees This Holiday

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

For many employers, 2011 culminated in greater success than the preceding years and the holidays are an ideal time to show appreciation to your employees for that success.

Think back on 2011 and hopefully a great deal of achievements, accomplishments, and successes happened at your organization. Many of those would not have been possible without the efforts of your employees, those in the front lines every day servicing your customers and building your products. Each of your employees played a critical role in how your financials play out on December 31.

So whether you hold a celebration or offer time off work, gifts, or other gestures of thanks, it’s critically important to make the time and regard each your employee’s efforts and accomplishments. They are the people who made your success happen in 2011. Here are some ideas.

Coordinate a holiday party or event.

Providing a holiday party or gathering for your employees is a special way to show appreciation to your staff around the holidays. Nearly three-quarters of local employers coordinate a holiday party for their employees. These events are usually luncheons or evening parties held on a Thursday or Friday, and typically use external locations and caterers to host the parties – such as local restaurants, country clubs, or hotels. Some employers even invite employees’ spouses, significant others, and/or children.

Host a pre-holiday team-building activity.

This could be a departmental or team luncheon, fun activity, retreat, or a community service event. The end of the year is a great time to bring departments and teams together to discuss the past year, celebrate accomplishments, and/or continue to build the team. Encourage each of your managers to spend time with their team as a whole. It doesn’t have to be expensive or time-consuming, but should strengthen team dynamics and relationships to get the New Year started on the right foot.

Start a holiday tradition.

Traditions are an important part of your organization’s culture that makes your organization unique. If your organization doesn’t already have a holiday tradition, it may consider starting one. Perhaps it’s a family holiday party, a Secret Santa exchange, an annual breakfast, or an office decorating day.

Recognize and reward this year’s best.

There’s no question that some of your employees contributed in greater ways to your organization’s success than others, and if your organization hasn’t done so already, it should plan to recognize and reward those top performers. Perhaps these individuals include employees who have worked especially hard on a strategic project, those that exceeded their goals or contributed most to the organization’s profitability, or those that introduced a new innovation or initiative to the organization. Make a short list of your top contributors and provide them a special reward this holiday, preferably publicly.

Provide an extra day off (or two).

One of the best gifts you can give your employees is extra time with family and friends and a bit more work/life balance. Provide the opportunity for some time off work, either through extra paid holidays provided by the company, additional paid time off, early-releases, holiday breaks, reduced schedules, or more flexible work. Also keep in mind that the majority of employers plan to provide paid days off for the days surrounding the holidays.

Make a personal gesture of thanks.

Encourage managers (and ideally your CEO or top management team) to write notes to employees, provide personalized telephone calls, or meet with them individually to thank them for their contributions. These personal gestures can go a long way in showing gratitude to employees for their efforts and accomplishments.

Give a gift.

Small gifts or cash/gift cards are a great way to show you appreciate employees. About half of employers provide holiday gifts to their employees. The most common gift given to employees is a general gift card. Some employers, however, provide hams/turkeys, gift baskets, logo items, clothing items, and candy. You may choose to get even more creative with your gifts and vary them from year to year. Be sure that immediate supervisors or top managers distribute these gifts.

…or gifts that keep giving.

By these we mean the things that many employees are looking for this year – beyond just a gift card. Perhaps it’s a new opportunity, a raise, or a promotion. Survey after survey shows that compensation, advancement, and career development rank high on employees’ “wish lists” this year. You’ll find that these “gifts” truly will keep on giving when they improve your employees’ motivation, engagement, and happiness at work in the new year.

Provide a few perks to help save them money.

Finally, the holidays can stretch employees’ wallets, so any way your organization can save its employees money will be appreciated. Discount programs, convenience services, and free benefits are all perks you can introduce to your employees this holiday season. Plus, ERC offers several employee discounts that are available to your employees through your membership. Click here to learn more.

This holiday, remember to thank the people that made your organization successful this past year by showing a few gestures of appreciation.

Additional Resources

Holiday Benchmarking Surveys 

Benchmark your holiday practices and paid holidays your organization offers by downloading our holidays surveys: the ERC Holiday Practices Survey and ERC Paid Holiday Survey.

Discounts on Catering
Need a caterer for your upcoming holiday party? Consider using ERC’s Preferred Partner, Food for Thought, which provides discounted delivery fees on catering services to ERC members within certain geographical areas.

Team-Building
Build your team this holiday season! The end of the year or beginning of the next is a common and great time to gather your team together for a team-building event, activity, or training to ensure that your team is ready to execute for the New Year.

View ERC's Holiday Practices and Paid Holiday Survey Results

These surveys report on which holidays Northeast Ohio organizations plan to observe as well as holiday parties, gift giving, and more ideas for the holiday season.

View the Results

100+ Workplace Ideas: Celebrations, Parties, & Gatherings

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

100+ Workplace Ideas: Celebrations, Parties, & Gatherings

There are many ways to celebrate and gather in the workplace, not limited to just the holidays. Many workplaces come together to celebrate retirements, birthdays, anniversaries or tenure, office changes, employee or organizational accomplishments, among others.

Workplace celebrations and gatherings are important for many reasons. For one, they bring your staff together, allow them to socialize with one another more informally, and often help build and strengthen relationships. Second, they enhance the culture of a workplace, making it fun and enjoyable. Third, celebrations and gatherings provide a means of recognizing personal and workplace achievements and milestones and showing appreciation for them in a public manner.

We’ve compiled a robust collection of 100+ ideas for reasons to celebrate, ways to celebrate, and local places to celebrate with your employees throughout the year.

Ideas for reasons to celebrate or gather with employees

  • Holidays
  • Retirements
  • Birthdays
  • Graduations
  • Promotions
  • Anniversaries or tenure
  • New babies or adoptions
  • New year or end-of-year
  • Major project kick-offs, milestones, or completions
  • Office changes (new office, renovations, major improvements, etc.)
  • Beginning of or end of a busy season
  • Employee appreciation/recognition
  • Employee, team, and/or organizational achievements
  • Company anniversary
  • Team-building
  • Charitable causes
  • Break from work

Ideas for ways to celebrate and gather with employees

  • “75” days of celebration to celebrate “75” years in business
  • Annual employee appreciation day
  • Apple picking
  • Baby showers
  • Beach parties
  • Black-tie galas
  • Boating or cruise events
  • Bonfires
  • Bowling nights
  • Breakfast with Santa
  • Breakfasts or luncheons with the President
  • Bus trips or excursions
  • Busy-season kick-off and/or wrap-up parties
  • Cake parties
  • Carnivals
  • Casino, card, or poker nights
  • Charitable walks or runs
  • Chili cook-offs
  • Christmas in July
  • Cinco-de-Mayo parties
  • Clam bakes
  • College logo days
  • Comedy clubs
  • Company picnics
  • Company-paid staff vacations
  • Cook-offs
  • Cookouts
  • Corn-hole tournaments
  • Coworker trivia
  • Crazy hat or shirt days
  • Cultural/ethnic celebrations
  • Day at the spa
  • Day at the zoo, park, or amusement park
  • Desert decorating contests
  • Desk decorating parties (holidays, birthdays, etc.)
  • Dessert parties
  • Dinner at the President’s house
  • Dinner with live band or DJ and dancing
  • Dinner-dances
  • Easter egg hunts
  • Employee talent shows
  • Fall fests
  • Family fests with activities, contests, and entertainment
  • Field days
  • Fundraisers
  • Gift exchanges or white elephant parties
  • Gifts or celebrations for Mothers Day and Fathers Day
  • Golf outings and scrambles
  • Halloween costume contests
  • Halloween decorating contests
  • Hayrides
  • Ice cream socials and ice cream truck visits
  • Indians, Browns, and Cavaliers opening day celebrations
  • Internal happy hours
  • Karaoke events
  • Laser tag
  • Limo service to luncheons/dinners
  • Local sporting events
  • Local theatre or plays
  • Luaus
  • March Madness events
  • Mid-winter slump events
  • Monthly potluck birthday parties
  • Movie nights
  • National food days
  • Night at the races
  • Nintendo Wii contests or tournaments
  • Office putt-putt
  • Office Thanksgiving luncheons or potlucks
  • Office trick-or-treating for employees’ children
  • Open-houses
  • Paintball
  • Paper airplane contests
  • Pinewood derby
  • Pizza parties
  • Potlucks
  • Raffles
  • Retirement parties
  • Salad bar lunches
  • Scavenger hunts
  • Scrapbooking parties
  • Service award parties
  • Shopping days for the holidays
  • Silent auctions
  • Skits
  • Snow days (tobogganing, sledding, skiing, and/or ice skating)
  • Soup sampler days
  • Special employee weeks or days (administrative professionals, nurse’s week, maintenance day, etc.)
  • Sports tournaments (flag football, softball, basketball, soccer, volleyball, etc.)
  • St. Patrick’s Day festivities (catered corned beef lunch, parade watching, etc.)
  • Staff off-site retreats
  • Surprise fun days (go to the movies, etc.)
  • Tailgates
  • Take your children to work days
  • Take your parents to work days
  • Theme parties
  • Ugly sweater holiday parties
  • Visits from Santa Clause and the Easter Bunny
  • Wear your sweats to work day
  • Wedding showers
  • Weekend trips to Kalihari or Put-in-Bay
  • Whirleyball
  • Wine and cheese tasting

Ideas for local venues for your celebrations

  • Akron Aeros Canal Park
  • Akron Zoo
  • Blossom Music Center
  • Cadillac Ranch
  • Cedar Point
  • Cleveland Botanical Gardens
  • Cleveland Browns Stadium
  • Cleveland Metroparks Zoo
  • Country Clubs
  • Dave and Busters
  • Edgewater Park
  • Goodtime III
  • Hale Farm
  • Hilarities Comedy Club
  • Hotels
  • House of Blues
  • Kalahari
  • Kennywood
  • Lake County Captains Classic Park
  • Nautica Queen
  • Playhouse Square
  • President of the Company’s Home
  • Progressive Field                                                   
  • Put-in-Bay
  • Quail Hallow
  • Renaissance Hotel
  • Restaurants
  • Rock and Roll Hall of Fame
  • Seven Springs
  • Shorby Club
  • Swings N Things
  • The Q
  • Waldameer Water World
  • Whisky Island
  • Windows on the River

Get more articles like this one delivered to your inbox.

Join the thousands who receive ERC's weekly newsletter to stay current on topics including HR news, training your employees, building a great workplace, and more.

Subscribe Now

4 Musts for Retaining Employees

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

A flurry of resignations hits your HR department or you could be facing an epidemic of employees that have “quit and stayed.” These are employees who feel trapped (and perhaps even miserable) at their organizations, but are afraid to leave or explore the job market.

These are two common scenarios that many organizations are experiencing this year. Retention of great talent has become a major issue affecting a number of organizations. Before your organization hastily decides to launch a series of HR initiatives to address your retention problems, look first to these four areas of your business.

1. Look at their job

When faced with the red flag of potential turnover, take a hard look at their job first. Is the job playing to their strengths? Could the employee be used in more productive ways that would improve their engagement and is their job naturally progressing with more responsibility and challenge? Most employees need to feel a sense of importance in their work – that their skills and abilities are being put to good use, that they are doing something meaningful with their time, and that they have a say in decisions and how their work is produced. Consistently ranked as the most important attribute among top performers and a key driver of engagement, there is no substitute for making challenging and meaningful work the first priority when solving a retention problem. The job is usually the best place to start.

2. Look at their manager

Employees leave managers, not organizations. Employees are more likely to stay when they are treated in a supportive manner by their boss. In fact, this concept of feeling supported has been time-tested and is consistently found to be the leading indicator of whether employees stay engaged and committed. Support is most commonly manifested in how managers interact with their employees – whether employees are receiving the right amount of interaction and flexibility, the resources they need, help solving problems, and recognition and appreciation. So ask yourself: do employees have a positive relationship with their supervisor and do they feel supported by them in their job, career, and even personally? Consider whether the employee’s manager is doing everything they can to support employees and make them feel valued and confident in themselves.

3. Look at their opportunities

Numerous studies link the relationship between confidence and retention. Generally-speaking, employees will leave their employers for other opportunities. The more confident employees are in their prospects for continued employment and advancement opportunities, and their ability to earn more pay over time, the more likely they are to stay. You can help build a sense of confidence by emphasizing the organization’s success and long-term strategy and discussing advancement opportunities and career paths periodically. The bottom line is that you must give employees confidence that their career will thrive at your organization and that you are prepared to offer those opportunities.  Many organizations fear committing to providing a certain career path to their employees. The reality is that if you don’t, some other organization will.

4. Look at your competitors

Even when the job, manager, and opportunities are aligned with retention, sometimes competitors’ practices snatch a great performer. With pay information publically available on the internet to employees, an influx of passive recruiting via social media, and more employers heavily branding their workplace and culture as great places to work, your organization is constantly at risk of losing its best people. If your organization has fallen behind in terms of making sure its pay and benefits align with those of other businesses, make sure it stacks up before it’s too late. Get to know your competitors’ HR practices intimately and adjust yours if it makes sense.

Contrary to most popular beliefs, retention usually isn’t complex. It’s not a complicated formula requiring a multitude of HR initiatives. It usually comes down to whether employees are doing challenging and interesting work, being supported by their boss, seeing opportunities and security, and receiving fair pay and benefits in comparison to what is offered elsewhere.

Additional Resources

Talent & Performance Management Consulting Services
When it comes to managing talent retention, there are a variety of programs and initiatives to consider including employee engagement surveys, performance management, rewards and recognition programs, succession planning, mentoring and career development programs, job description updates, and exit interviews. To learn more about how ERC can assist you with these consulting projects, please contact consulting@yourerc.com.

Top 5 Workplace Attributes Most Important to Top Performers

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

According to the results of the 2011 Top Performer Engagement Survey, conducted by ERC on over 2,400 top performers in Northeast Ohio as part of its NorthCoast 99 program, 24% of top performers report challenging and meaningful work as the most important attribute that they seek in jobs. This attribute continues to be most important to top performers when compared to other attributes, and has been consistently ranked as most important over the past five years.

Both compensation and job security were the second most important attributes with 14% of top performers reporting compensation and job security as the number one most important job attribute. Work-life benefits and career development were other important job attributes that top performers ranked as most important in 2011.

“It’s important to consider what your top performers value as most important when prioritizing and budgeting for HR and workplace initiatives,” says Susan Pyles, Senior Talent Consultant & Trainer. She adds, “By making sure that your workplace is meeting the needs and interests of your top people, you’re more likely to retain those employees.”

Note that percentages reflect the percentage of all rankings as the #1 most important job attribute by top performers.

For more information or to purchase the 2011 NorthCoast 99 Winners Report, please click here.

Top Performers Promoted Within 2 Years, On Average

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

A 2011 report released by ERC shows that the average time that it takes a top performer to be promoted for the first time at employers of choice is less than 2 years.

According to the 2011 NorthCoast 99 Winners Report, the average number of months that it takes top performers to be promoted for the first time is 18 months, however winners say they may promote top performers for the first time in as little as 6 months of employment at the organization.

Additionally, top performers in professional services and manufacturing industries tend to be promoted for the first time more quickly than top performers in the health and human services industry. Winners in professional services and manufacturing industries also are more likely to report that higher percentages of their top performers had been promoted from within during the last year and that their organizations’ training and development efforts had improved the advancement and engagement of their top performers.

In our experience conducting employee engagement surveys with many local employers, advancement and career development opportunities are consistently reasons that top performers cite as most important to their decision to stay or leave their organizations. Employers of choice are clearly creating a competitive advantage by identifying their top people early on and formulating effective leadership development programs and strategies to develop them into higher roles more quickly than other employers. As a result, these organizations generally see higher retention and engagement.

For more information or to purchase the NorthCoast 99 Winners Reports, please click here.  

Checklist to Select Employees for Promotions & Leadership Training

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

leadership training select employees

Whether you are determining who to promote at the end of the year or creating a leadership development/training program or strategy, the most critical task is selecting the right employees. Your organization wants to be sure that it trains, develops, and promotes employees that are the most likely to succeed in leadership roles. We’ve developed a short checklist you can use to select employees for promotions or participation in a leadership development program.

1. Are they a top performer?

Participants in your leadership development program should be your top performers. If employees can’t perform well in their current role, they likely won’t perform well at the next level. That being said, know the attributes and characteristics of your top performers throughout the organization and at every level.

Understanding what defines a top performer at the entry, mid, manager, and leadership levels will help make selecting the right employees that much easier.

Keep in mind, however, that just because the individual may be a top performer, doesn’t automatically mean they have potential for a leadership position.

2. Do they have potential…and for what?

Next you should ask yourself if this employee has potential for a position besides their current role and for what specifically. There are several different types of potential and classifying employees into different levels of potential helps determine the level of potential the employee has – such as the ability to move laterally, one level up, or multiple levels up.

It also helps prioritize who your organization should develop, into what roles, and the promotions for which they should be considered. Consider these levels as an example:

  • No potential: The employee performs well in their current role, but does not have potential to move laterally or upward.
  • Lateral potential: The employee is able to move into other positions at same level.
  • Potential: The employee could be promoted within 2-3 years to the next level, such as a manager or supervisor.
  • High potential: The employee could be promoted within less than 1 year or make multiple moves upward in the next 5 years. The employee has the level of potential to be promoted at least two levels beyond their current level to a leadership or top management role.

3. Do they have the requisite knowledge and ability?

In order to create a leadership development program, you need to determine what employees already know. Make a list of the required knowledge and abilities. Evaluate employees’ education level, training history, experience, and job knowledge as well as the knowledge requirements of the role for which they are being considered.

Compare the abilities they have already demonstrated on the job and the abilities they need to perform in a different or higher role in the organization.

If employees have too many knowledge and ability gaps, they may not be the right candidates for leadership development unless they have tremendous learning agility.

4. Do they have the desire and ability to learn?

Ideal candidates for leadership development show an openness to learn and change their behavior over time. They also are able to receive constructive feedback and coaching and use it to grow their skills.

They seek opportunities to develop their knowledge and abilities, often without being encouraged or told to do so and use challenges and setbacks as learning tools.

Finally, they have the capacity to learn concepts quickly, fit those concepts together, and apply them to their work.

5. Are their motives and interests aligned?

Not all employees want higher positions. Some of your top performers may have already reached their potential and are satisfied with their current positions and achievements. Likewise, some employees may want to advance their career for the wrong reasons.

Those that desire merely status, authority, and more compensation generally don’t have the right motives for leadership, whereas those that seek to develop others and serve the mission of the organization may be better candidates. Be mindful of both employees’ motives and interests when selecting them for leadership development.

6. Are they well-respected by others and considered team-players?

Consider how respected and liked the employees are within the organization by their coworkers, supervisor, and other individuals.

Employees need not be everyone’s best-friend, but they must be individuals that can develop positive relationships with other employees and are team-players that others respect and trust. If they aren’t, they may have difficulties in a future leadership role when relationship building and maintenance is crucial to their success.

7. Do they have courage?

Lastly, the best employees for promotions and leadership development have courage – to take risks, think outside the box, overcome obstacles, and challenge their fellow employees to push and develop themselves. These employees have a “do whatever it takes” mindset and are committed to taking the organization to new levels.

By not spending adequate time evaluating your candidates for promotions or leadership development initiatives at least by these basic criteria, you may be wasting resources on the wrong people. Before your organization decides to send your employee to leadership development or promote them to a new role, be sure to use this checklist.

Leadership Development Training Programs

Leadership Development Training

ERC offers a variety of leadership development training programs at all levels of the organization, from senior leadership teams to mid-level managers to first time managers and supervisors.

Train Your Employees

4 Signs of a Struggling Manager

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

Employers frequently find themselves unaware of struggling managers before they end up causing deep-seated issues in departments like turnover, distrust, disengagement, and under-performance. Here are 4 observable and measurable ways that you can determine whether your managers are struggling on the job before it’s too late.

1. Morale shift.

Take a look at the morale of the department and you can tell who is an effective manager and who isn’t. For example, are employees engaged or just going through the motions? Do employees seem happy? Has there been a marked shift in attitude? Do employees feel valued and appreciated? Is there a strong team atmosphere or is collaboration lacking? That’s not to say that other organizational factors may not influence morale, but a manager can strongly influence morale even in spite of these factors if they are doing their job right.

2. Level of interaction.

How often do managers interact with their employees to communicate, provide feedback, thank or praise them, and learn about them as individuals? Do you ever see managers working side by side with their employees? If one-on-one interaction does not occur at least weekly (or better yet – daily), this may be a symptom of a problem. Be wary of the manager that hides out in their office for hours at a time or spends 90% of their time in meetings as they are probably not spending enough time interacting with their employees.

3. By the numbers.

Numbers usually illuminate a struggling manager better than anything else. For example, how many individuals have gotten recognized by their manager in the past year? What do promotion and internal mobility rates look like within the department? Are employees reaching their goals? How many employees received improved performance ratings from last year? What was the average pay raise or bonus in the manager’s department or work group? How much time are employees spending on development? These are just a few of many numbers and HR metrics that can tell you which managers may be less effective than others.

4. Work systems.

The most prevalent way that you can identify who may need help with management is by taking a look at their systems or symptoms of system issues. For example, if employees are confused about expectations, directions, or work assignments; working plenty of extra hours or overtime to get their job done; or report not having the resources to get their jobs done, there’s probably a problem with the manager’s systems of managing work.  Similarly, if employees don’t seem challenged, act bored, or feel micromanaged, there’s likely an issue with the manager’s approach to delegation.

So before management problems get the best of your organization, be sure you’re observing and measuring these things to determine whether some of your managers could do their jobs more effectively.

Additional Resources

Supervisory Series

This series provides participants with practical skills, tools, and strategies to advance their supervisory skills, enhance their effectiveness as supervisors, lead employees with confidence, and execute results. Specifically, participants will learn how to lead and manage change, build and work with teams, and manage generational differences and diversity. They will also explore the skills of problem solving and decision making as well as managing day-to-day work through delegating, planning, and managing time.