Leaders of organizations of all types and sizes have often shared with us their concern about retaining employees who are willing to learn, be adaptable, tolerate ambiguity, and build critical thinking skills.\u00a0 Finding people like this is difficult enough:\u00a0 keeping them for more than a year or two is really<\/u> tough.<\/p>\n
In this article, we\u2019ll share concrete, proven ways for fostering and sustaining a learning agile workplace \u2013 which provides competitive advantage and motivates good people to stay put.\u00a0 Here are some approaches we\u2019ve observed in client organizations that are highly effective:<\/p>\n
Let high potential employees know that they\u2019re viewed as such\u2026.early and often.\u00a0 Make certain you\u2019re clear with them on how their role aligns with the Vision, Mission and Strategic Objectives of the organization.\u00a0 How?\u00a0 Use statements like this:\u00a0 \u201cWhen you do x, it affects our image in the community because\u2026.\u201d\u00a0 Have frequent discussions about what their future will look like as they continue their contributions.<\/p>\n
Design an emerging leader initiative that provides education and learning opportunities for high potential employees and supports the succession plan.\u00a0 Decide which specific competencies, such as critical analysis; problem solving; and decision making, are key to the long-term success of the organization.\u00a0 Those are the educational and coaching opportunities to provide for the emerging leaders.<\/p>\n
The top tier of leadership has to have a stake in the success of talented people within the organization.\u00a0 One way to encourage top leaders to support and participate in coaching and mentoring efforts is to make this part of their evaluation process.\u00a0 In other words, they have a vested interest and are better situated to be successful themselves when they participate directly in the success of others.<\/p>\n
Not all high performing employees want to move up the corporate ladder.\u00a0 There is such a thing as Hi-Pros or High Professionals.\u00a0 These employees are excellent individual contributors.\u00a0 Perhaps they want to take a breather now and then, or move laterally instead of up the corporate ladder with their fellow high potential counterparts.\u00a0 Let them.\u00a0 Support their efforts to continue learning and contributing at whatever level they currently hold.\u00a0 So they don\u2019t want to pursue an MBA in the next two years\u2026.what else can they do to learn that doesn\u2019t require a degree?\u00a0 Maybe they become your Subject Matter Expert and help train\/mentor new employees, for example.\u00a0 Forget high performers at your peril, because they can become flight risks.<\/p>\n
People at all levels deserve to receive constructive feedback about how they\u2019re doing in relation to the company\u2019s required skills, talents and competencies.\u00a0 Sometimes the immediate supervisor doesn\u2019t have sufficient interaction with direct reports to provide them with rich feedback and coaching, especially in our virtual world. Or, sometimes the manager has the traditional \u201cTheory X\u201d mentality that \u201cif something isn\u2019t going well, you\u2019ll hear from me, otherwise, all is good.\u201d\u00a0 In today\u2019s world, that is not sufficient.\u00a0 Employees thrive on feedback.\u00a0 Multi-rater or 360 feedback lets people hear from internal and external customers, peers and their direct reports so they get the full picture of their strengths and development opportunities.<\/p>\n
The multi-rater feedback process is particularly strong when coupled with a concrete, specific action plan that contains a timetable and success criteria.\u00a0 We recommend that the action plan be shared with people who provided feedback, so they can see that the employee received and is putting their anonymous, collective advice to good use.<\/p>\n
Each employee is entitled to an Individual Development Plan designed for them, and designed in conjunction with their supervisor and HR\/Training and Development staff in Human Resources.\u00a0 The IDP\u2019s are most successful if they\u2019re clearly linked to the company\u2019s business imperatives and employees know how their growth supports and contributes to the company\u2019s success as well as their own.<\/p>\n
As humans, we tend to have short attention spans.\u00a0 In order to sustain momentum and keep learning alive and well, take steps such as developing an exercise program so people can recharge mentally and physically for a few minutes each day.\u00a0 Lack of blood flow is a common reason for lack of focus and concentration.\u00a0 Encourage less multi-tasking when learning activities are taking place so people can focus on the key message and retain it longer.\u00a0 Let employees use newly learned skills and behaviors by asking them to write newsletter articles; lead or facilitate team meetings; or provide presentations to peers to share what they\u2019ve learned.\u00a0 Provide mentors who are great listeners and interested and curious about others \u2013 they\u2019ll encourage and invigorate the lives they touch.<\/p>\n