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Want Your Company To Become A Magnet For Talent?

Posted on July 26, 2013 under Talent Inventories.

 

As I have said many times, ‘IT’S ALL ABOUT TALENT!” and true leaders are not only great developers of talent, but they truly understand the strengths and weaknesses of their existing teams.

           Employee who is a standout and exceptional -

 

Who are the leaders within your organization? Is it your CEO? Is it your first line supervisors?  Department heads?  Shift supervisors?   Do you even know (or have you ever even asked yourself the question)?

More importantly, have your ‘leaders’ been given the tools or the training they need to attract and retain top talent?

The American Society for Training and Development (ASTD) has determined that in the typical manufacturing environment (think commercial printing) the average American supervisor (we are now calling this person a LEADER) is afforded less than 16 hours per year of ongoing professional development training.  The data-driven tools at his or her disposal are even less impressive.

         Profit Contribute by Employee Illustration in Vector -

 

When you consider that the #1 determinate of worker satisfaction and overall productivity (for a CSR, a pressman, a receptionist, a sales rep, an estimator) is whether or not the employee gets along with and feels appreciated by his or her supervisor, doesn’t it seem counterintuitive that our leadership teams aren’t given more tools that would enable them to reward, mentor, nurture, maintain, and attract TALENT?

We must begin looking at each and every employee as TALENT, each and every supervisor as LEADERSHIP.  The ultimate goal is to create a work environment that actually serves as a magnet attracting people who can make a difference 24/7.

Concept vector graphic- leader and employees talkingspeech...

 

If you are committed to making your company a great place to work, you have to show your employees that you are committed to their career advancement, professional growth, and personal development.  You have to put people first – talk the talk and walk the walk – really!

I would propose that the very best way to do this is by ‘marrying’ your performance review process to a talent inventory which can be created via the administration of a companywide behavioral assessment.

            employees -

 

I can’t stress enough the importance of performance reviews (done correctly) for all employees — including sales reps.  Finding the time and the dollars to fund your people budget (training, recruiting, reviewing) isn’t optional. Nothing is more important than developing people.  Not treating the talent review process as a priority is a huge mistake.

It is the boss’s responsibility to find a way to work well with ‘imperfect’ individuals.  It is not his or her responsibility to convince the employee there exist critical flaws that require an immediate fix.  Replacing a traditional performance review with one driven by a psychometric talent inventory promotes straight talk and promotes the team approach to personal growth and increased corporate profitability.

Improvement is a personal responsibility.  As a supervisor, I can’t motivate you, I can’t change you, and I can’t make you want to be better.  I can, however, create a trusting relationship based upon my genuine interest in helping you achieve your personal and professional goals as outlined in the results of your individual behavioral assessment.

In organizations without complete talent inventories, management normally begins preparing promoted employees AFTER they are promoted.  Since the necessary preparation for their ‘next’ career stop wasn’t identified in advance of promotional opportunities becoming available, the learning curve for new executives and senior managers becomes much greater and far more expensive.

Illustration- selectinghiring right employee, worker,...        Portrait of a happy young call center employee smiling with...     Charismatic manager during a meeting with an employee -     Targeted Employee in Organizational Chart -

 

With no talent inventory in place, companies typically don’t have adequate data and systems in place to help employees create individual, customized career paths.  The appropriate career paths aren’t recognized and addressed until too late in their career meaning talented employees end up leaving prematurely because they aren’t shown reasons to stay.  The results of psychometric testing show talented employees suitable career options and give them solid justifications for not feeling the need to ‘test the waters’ with a competitor.

Concept illustration of choosing the best employee The...      Confident and smiling manager standing among his employees -...     3D businessman handling their employees like marionettes -     Business Employee Climbs Up Evaluation Improvement Form -

 

When an internal opening occurs, and there is no inventory of human capital in place, companies find themselves having to look externally for candidates.  This takes time and money and current employees who might match job openings perfectly get overlooked because their talents are not identifiable or manageable.  An on-line employment (psychometric) testing system can help identify and manage talent in a way that turns human resource information into a corporate asset insuring that deserving employees are not passed over for opportunities.

 

Remember, you don’t motivate employees.  Motivation is the desire someone has to do something.  An organization can, however, foster conditions that bring out opportunities for people to become motivated — and the existence of a talent inventory can be one of those conditions.  Employees have to be able to find meaning in their work; meaning can be a motivator and an employers’ willingness to assist in that search (for meaning) can result in huge corporate gains.

Have a great weekend!!!!!

Craig McConnell, President, PrintGrowPro/SalesGrowPro

www.printgrowpro.com

“Great selling is a process artfully done.”

Follow me on Twitter – http://twitter.com/printgrowpro


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It’s All About Talent

Posted on July 10, 2013 under Talent Inventories.

It’s All About Talent

Kids take building blocks and create magical structures intent on reaching the sky. However, they quickly discover that, without a strong and stable foundation, their ‘dream castles’ quickly fall into piles of rubble.

Managing the talent of your existing employees – and nurturing this talent to improve your bottom line – is like these building blocks. Unless you understand your existing ‘foundation’ – its strengths, weaknesses, skills, and passions – you’ll never be able to build that ‘dream castle’ organization.

Historically, the word ‘talent’ would be used to describe some very successful people in specific arenas: Michael Jordan in basketball, Luciano Pavarotti in opera, Meryl Streep in acting, Michael Phelps in swimming, or Bill Gates in computer programming (we sometimes forget his forte before he started Microsoft).

In corporate America today however, the word ‘talent’ has to be applied across the board: every industry, every company, every position.

There are no exceptions.

To compete in today’s business climate, a company has to be a low-cost producer, provide world-class customer service, and offer complete solutions while generating ‘next day’ turnaround. But a company’s best path to continued growth and profitability is still tied directly to its foundation – its talent. How you develop it, how you manage it, and how you find it is what makes the difference between stagnation and growth.

Most companies lack a system to measure their existing talent capital. Without an ‘inventory management’ system in place, it’s impossible to know if you have people who are ready for new challenges, are being under-utilized, or need to be re-deployed.

Professional sports teams do it right; they know their talent. They identify their super stars and build a team around them. They identify players who could become stars. They single out players to develop and, finally, they identify players who are clogging the system.

Since there are no scouting programs or college/high school drafts in most industries, how can we apply the processes of a professional sports franchise to our companies? Remember, if you don’t know what makes your team successful, it’s impossible to move forward and continue the process.

The answer: Talent Inventory Management

Pre-employment assessments have been around for a long time and it’s a rare employer who would, in today’s economic climate, merely ‘hire and hope’; but assessing potential candidates is no longer enough. You must have a complete inventory of the strengths and weaknesses of your existing team to insure that, as Jim Collins from Good to Great fame would say: “…you have the right people on the right seats on the bus”.

In other words: You have to manage your talent.

The goal is to treat your employees as an appreciating asset and actually create an inventory management system to select, develop, and manage this very valuable resource.

By assessing everyone in your company, you’ll be able to build success profiles by job class and a complete template of your ‘people grid’ — the foundation upon which you can build.

Problems occur for businesses in the gap between what jobs require and what the people in those jobs bring to them. The larger the gap, the greater the potential for ‘drama’ and the problems become more pronounced and frequent.

The goal of psychometric assessments in relation to the creation of an employee talent inventory is to prevent gaps through good employee selection and promotion decisions and to close gaps whenever possible by turning the ‘intangibles’ into ‘tangibles’ and then using that knowledge to determine good and bad job fits.

What’s in it for you if you make the effort to assess ALL your people and create an ‘inventory of talent’?

Sales growth, higher margins, improved levels of customer satisfaction, reduced spoiled work, reduced employee turnover, improved individual productivity, improved team morale, reduced recruiting time/cost, and reduced training time/cost are just some of the benefits that will be the end result of this exercise

If you’d like to learn more, just drop me a quick email.

As always, thanks for being here and make sure you’re memorable today.

www.printgrowpro.com

“Great selling is a process artfully done.”

Follow me on Twitter – http://twitter.com/printgrowpro

 

 

 


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Team Building Through Talent Inventories

Posted on January 30, 2013 under Talent Inventories.

Do you ever wonder why so many companies have started using  behavioral assessments and talent inventories to build stronger sales and sales support teams?

Well, here’s an early 2013 short list:

*Goal #1 is always to hire the right person for the right job;  you’re looking for dependable people; it is not that easy to do; hire and hope never makes good business sense; if you have no ideas as to what made you successful (success profiles of your top people), your corporate successes will be hard to duplicate.

*93 out of 100 applicants will embellish their “life story” to get the job offer

*54% of resumes are ‘exaggerated’ and 2 out of 3 new hires don’t make it to their one year anniversary

*most hiring decisions are made in the first 5 minutes of an interview; interviewers don’t know how to interview; they confuse what they might like to have as a friend vs. an employee

*When an employee’s work matches their thinking style, their occupational interests, and their  behavioral traits, their productivity will ‘sky-rocket’

*if department heads and team leaders have information about team members’ strengths and weaknessess, the performance  review process and career path mapping become far more meaningful;  and when talent inventories are in place,  those factors that can negatively affect productivity ( stress, tension, and conflict)  are reduced significantly

*reducing turnover saves money (Duh!)  Every turnover negatively affects the bottom line.

*73% of employee turnover is avoidable; by using behavioral assessments and creating talent inventories, employers can reduce the cost of turnover.

*One out of four businesses will be sued each year over an employment issue

*Subjective hiring can be a disaster and often leads to charges of illegal discrimination by rejected job candidates

*Training programs become more effective when tailored to the specific needs and characteristics of an individual. The idea that a cross-section of employees will respond positively when provided with the same type of training is passé.  To be effective, training must be tailored to each individual.

*talent inventories help companies find untapped talent within their organization

Want to learn more?  Ask me about The Hiring Suite or visit www.thehiringsuite.com

As always, thanks for being here and have a super rest of the week.

Craig McConnell, President

PrintGrowPro/SalesGrowPro

www.printgrowpro.com

 



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It’s All About Talent

Posted on February 24, 2012 under Talent Inventories.

February, 2012

It’s All About Talent

Kids take building blocks and create magical structures intent on reaching the sky. However, they quickly discover that, without a strong and stable foundation, their ‘dream castles’ quickly fall into piles of rubble.

Managing the talent of your existing employees – and nurturing this talent to improve your bottom line – is like these building blocks. Unless you understand your existing ‘foundation’ – its strengths, weaknesses, skills, and passions – you’ll never be able to build that ‘dream castle’ organization.

Historically, the word ‘talent’ would be used to describe some very successful people in specific arenas: Michael Jordan in basketball, Luciano Pavarotti in opera, Meryl Streep in acting, Michael Phelps in swimming, or Bill Gates in computer programming (we sometimes forget his forte before he started Microsoft).

In corporate America today however, the word ‘talent’ has to be applied across the board: every industry, every company, every position.

There are no exceptions.

To compete in today’s business climate, a company has to be a low-cost producer, provide world-class customer service, and offer complete solutions while generating ‘next day’ turnaround. But a company’s best path to continued growth and profitability is still tied directly to its foundation – its talent. How you develop it, how you manage it, and how you find it is what makes the difference between stagnation and growth.

Most companies lack a system to measure their existing talent capital. Without an ‘inventory management’ system in place, it’s impossible to know if you have people who are ready for new challenges, are being under-utilized, or need to be re-deployed.

Professional sports teams do it right; they know their talent. They identify their super stars and build a team around them. They identify players who could become stars. They single out players to develop and, finally, they identify players who are clogging the system.

Since there are no scouting programs or college/high school drafts in most industries, how can we apply the processes of a professional sports franchise to our companies? Remember, if you don’t know what makes your team successful, it’s impossible to move forward and continue the process.

The answer: Talent Inventory Management

Pre-employment assessments have been around for a long time and it’s a rare employer who would, in today’s economic climate, merely ‘hire and hope’; but assessing potential candidates is no longer enough. You must have a complete inventory of the strengths and weaknesses of your existing team to insure that, as Jim Collins from Good to Great fame would say: “…you have the right people on the right seats on the bus”.

In other words: You have to manage your talent.

The goal is to treat your employees as an appreciating asset and actually create an inventory management system to select, develop, and manage this very valuable resource.

By assessing everyone in your company, you’ll be able to build success profiles by job class and a complete template of your ‘people grid’ — the foundation upon which you can build.

Problems occur for businesses in the gap between what jobs require and what the people in those jobs bring to them. The larger the gap, the greater the potential for ‘drama’ and the problems become more pronounced and frequent.

The goal of psychometric assessments in relation to the creation of an employee talent inventory is to prevent gaps through good employee selection and promotion decisions and to close gaps whenever possible by turning the ‘intangibles’ into ‘tangibles’ and then using that knowledge to determine good and bad job fits.

What’s in it for you if you make the effort to assess ALL your people and create an ‘inventory of talent’?

Sales growth, higher margins, improved levels of customer satisfaction, reduced spoiled work, reduced employee turnover, improved individual productivity, improved team morale, reduced recruiting time/cost, and reduced training time/cost are just some of the benefits that will be the end result of this exercise.

Want to learn more? Take this brief survey and I’ll be in touch.

http://www.surveymonkey.com/s/XLX9D3H

Have a great weekend and thanks for being here.

Craig McConnell, President, PrintGrowPro/SalesGrowPro

www.printgrowpro.com

“Great selling is a process artfully done.”

Follow me on Twitter – http://twitter.com/printgrowpro


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