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Performance Management UN-Complicated: Going Back To School

9/6/2018

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For over 56 million kids in America, it’s that time of year – back to school. It’s also a time filled with many emotions – excitement, anxiety, and even a little sadness.

Our school days are also a great laboratory to go back and ‘unwrap’ some foundational principles about performance management in the workplace. These principles are not complicated. But, they do take practice, discipline, and reinforcement to consistently do.

Consider in school:
  • Performance management starts the first day. Easing into it later only creates confusion, frustration, and stress.     
  • Classroom expectations are consistent with school expectations.
  • Two assumptions are avoided - ‘kids are smart, they should already know the rules’ and ‘kids resent the time spent on reinforcing the rules’.  Kids like predictability (adults do too).
  • Two sets of expectations are set – performance and behavior. 
  • Performance and behavior expectations must be communicated clearly. A teacher who says, ‘speak quietly’ is more likely to get the desired result than saying ‘act appropriately’. 
  • Everyone wants to know ‘how they will be graded’. This includes progress reports and final grades.
  • Giving feedback is continuous. Creating new habits takes lots of reinforcement. Thank goodness for all those smiles, words of encouragement, little notes, smiley faces, and stickers.
  • Measurement of performance must be meaningful, specific, and enforceable. For example, is it more important that black ink is used or that the hand writing is legible?     
  • There are natural consequences for a student’s performance and behavior – both positive and negative. 
  • Expectations can change depending on the teacher’s style. One teacher might be more project-based and another more focused on memorizing facts. So, it is critical students know the style.

Let’s take a quick quiz (assessment) from lessons learned going ‘back to school’.  Rate each either 1 (consistently done) or 2 (inconsistently done). 

In our organization, most leaders:
  1. Start performance management in a timely manner by setting clear expectations of goals, objectives, and behaviors at the start of an employee’s performance cycle – not weeks or months later.
  2. Follow the organization’s standards for key performance process steps (frequency, timeliness, quality of).
  3. Avoid making assumptions that employees are ‘smart and already know that stuff’ about performance management – without thoroughly checking.
  4. Discuss and document both what needs to be achieved (goals & objectives) and how it should be achieved (processes & values-based behaviors).
  5. Seek clear, concise employee understanding of what they should continue doing, start doing, or stop doing.
  6. Tell employees upfront ‘how performance will be graded’ and keep those rules throughout the performance year.
  7. Give continuous feedback through timely, dedicated reinforcement and coaching.
  8. Measure success with factors that are meaningful, specific, and enforceable. 
  9. Allow the natural consequences of employees’ performance and behaviors to play out.
  10. Provide clarity as to what style of documentation and measurement they prefer when the performance cycle begins.

Performance management is so much more than an end of year appraisal. It’s a critical job responsibility of each leader to help plan, develop, monitor, grade, and reward employees for their contributions – not their activities.

It has been said, ‘No one rises to low expectations.’ When we tolerate taking short-cuts, skipping steps, and allowing countless exceptions to the rules in performance management, we lower the bar on potential higher performance. How ironic! Maybe it’s time we go ‘back to school’ and stop making things so complicated.    
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New Building, New Equipment – Same “Old” Customer Service

10/29/2014

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Business culture is the accepted or perceived way things are done in an organization.  It’s the behavioral blueprint that ultimately impacts brand, customer service, and organizational performance.  Business culture is significantly influenced by what is paid attention to, tolerated and reinforced.

Change the physical environment, processes, equipment, technology, signage, etc. of an organization but not address behavior and your culture will remain the same.  That’s what I experienced last week at a local car dealership.  Let me illustrate.

Day 1 Morning – Called the Service Department and asked to make an appointment to service my truck.  Their Service Advisor booked me for the next morning and reminded me that they had relocated across the street to a new building.   

Day 1 Evening – Dropped off my truck using their ‘overnight drop box’ service.  I specifically asked to be called before repair was made and that I needed to pick up my truck by 2 p.m. the next day. These two important customer expectations had a standard designated spot on the form I left with my keys.

Day 2 Afternoon
– I called the dealership at 2:50 p.m.  since I had had no communication from them.  I was told my truck was not finished but would be available in 30 minutes.  I arrived at 3:20 p.m. to find my truck sitting outside the shop but was surprised to learn the repairs were still not completed.  The Service Advisor said they needed 15 more minutes.

Frustrated, I walked to the ‘new’ waiting lounge with its brightly polished floors and new furniture.  Underneath the big screen TV and across from the free popcorn, soda, and coffee station, sat a big sign – “We Want Our Customers Completely Satisfied!”  How ironic?

30 minutes later I was updated on the status of the repair.  An additional 30 minutes passed before I got my truck back at 4:20 p.m.  When I asked the Service Advisor why the repair took so long he said, “Our lead mechanic has been sick for two days and we are backed up.  I guess I let time get away from me.  Sorry.”

This is not the first time this dealership ‘dropped the ball.’  Their Service Department lacks basic customer service behaviors including: proactive communication and feedback skills; responsiveness; reliability; and empathy. But, the bigger issue is their culture which tolerates and reinforces this poor customer service – regardless of all the physical improvements.

Research indicates 70% of all significant change initiatives fail.  The biggest reason – an overemphasis on process rather than people.  That’s why I advise my clients to focus on four key elements to drive and sustain cultural change:
  1. Strategy – employees need to know how their behaviors every day impact business strategy (positively and/or negatively).  Example: below average customer service can lead to losing high margin business
  2. Organization Cultural Processes –  practice 12 cultural processes that Inform, Teach, and Reinforce desired behaviors that must be aligned and executed with disciple
  3. Individual Accountability –  avoid blame/shame and instead focus on proactively influencing results by taking ownership
  4. Personal Engagement – live by the 4 Rights: doing the right thing; at the right time; the right way; for the right reason.    

Customer service is simple – but not easy!  It requires focusing on both physical and behavior change.  Drop me a note at my email if you would like to dialog more.
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Talent Supply and Demand – Is It Time To Reassess?

10/1/2014

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Last week, I met with two HR professionals from two different industries. When I asked each one what the #1 HR issue was in their company – both gave me the same answer- attraction and retention of talent.  Here are just a few sound bites from my conversations:
  • “I have openings right now that I can’t fill.  We have set high standards and there just aren’t a lot of qualified candidates out there.”
  • “We need people who can effectively interact with customers.  It’s not easy finding people with these professional skills right now.”
  • “I’m hearing and seeing young talent say, ‘I don’t like the way the company treated its employees during the last downsizing/restructuring.  I won’t be treated that way, I’ll leave first.’ ”

One of the HR professionals shared she had just been approached by a head hunter and that she was going to interview with a new potential employer.  The other HR professional also shared he had just interviewed outside his company.

I was reflecting on some interesting stats I read recently, including:
  • The nation’s economic participation rate is at a 35-year low.  Only 59% of Americans over 16 are working.
  • Involuntary part-time employment is up 70%, to 7.5 million people, since 2007. (Labor Dept. data)
  • “Lower pay, diminished benefits, and little job security are becoming the new normal”, according to the editor of U.S. News & World Report.  

So, how can companies attract and retain talent if their current workforce is discouraged, disappointed, and disengaged?  What kind of ‘advocates’ do disengaged individuals make for their respective company, its’ products, services and brand?  

Here’s a quick checklist I use with my clients to gage their actions versus intentions with talent management.  How would you access your organization’s current state right now?  Does your organization have a:
  • Documented, dynamic People Strategy
  • Annual talent objectives
  • Robust depth chart for key positions
  • Forecast of key competencies needed
  • High potential employee retention plan
  • An Engagement Strategy
  • Innovative recruiting solutions
  • Inclusive versus exclusive training and development programs
  • Monitored attrition and hours worked dashboard (micro not macro)
  • Set of formal and informal measurements to keep your finger on the “people pulse”

Supply and demand is a fundamental concept in economics.  It also applies to human capital and talent.  Is your organization allocating the appropriate resources to create and sustain a robust talent pool and pipeline?  Don’t let accident, chance, or coincidence happen.  Maybe it’s time to reassess your talent investments and risks.
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What’s Your Employer’s BCD?

7/9/2014

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Every organization has a culture.  Some manage their culture.  Others let culture manage them.  Culture impacts an organization’s brand, reputation, effectiveness and efficiency.  It also influences many critical things for employees including how - work is conducted; priorities are determined; challenges and problems are solved; and relationships are created and sustained.  It’s the behavioral blueprint for what ultimately is tolerated and reinforced.  Bottom line – research continues to reinforce that business culture:
  • Can have a significant impact on performance,
  • “Eats strategy for lunch,” and
  • Differentiates an organization from other prospective employers

So, what’s your Employer’s Business Culture Differentiation (BCD)?  Is it sustainable?  Is it balanced?

Today’s competitive, global economy has put extreme pressure on some historical, Employer BCD elements including:
  • Wages
  • Benefits
  • Rewards and Perks

Many of these BCD elements have had to be reduced and/or severely limited.  It has become financially challenging, if not impossible, to sustain being the #1 or “the best” in these historical BCD elements.  So how do you differentiate yourself in the marketplace and ultimately attract, develop, engage, and retain critical human capital?

One very successful option is to keep historical BCD elements competitive and complement them with non-financial BCD elements including:
  • Ethics and Values. A Stanford Graduate School study found “a substantial number of MBAs were willing to forgo some financial benefits to work for an organization with a better reputation for corporate social responsibility and ethics.”  
  • D&I. Corporate Leadership Council’s research indicated that “companies high in diversity and inclusion of its people have better results on discretionary efforts (+12%), intent to stay (+19%), team collaboration (+57%) and team commitment (+42%).”
  • Leadership. MSW Research reinforced that “a manager’s ability to build strong relationships with employees, build strong team interaction and lead in a ‘person-centered’ way creates an engaging environment in which employees can perform at the highest possible level.”
  • Recognition. According to O.C. Tanner research, “more than twice as many employees are highly engaged amongst those who receive performance recognition compared to those that do not.”  

Today, more and more companies offer “competitive” wage and benefit packages.  High performance organizations must continually differentiate and distinguish themselves for current and future employees.  One key way to do this is to evaluate and address your Employer’s BCD.

If you are interested in assessing your business culture and discovering what really makes you different, then let’s chat.
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CULTURE: Can’t Buy It – Must Work On It

2/28/2014

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Fortune’s February 3, 2014 edition featured this year’s “100 Best Companies to Work For”. http://money.cnn.com/magazines/fortune/best-companies/2014/list/index.html.  As I read it, I was reminded of a story my dear friend (Al) shared with me years ago.  It involved two neighbors and went something like this …   

One evening, a neighbor heard laughter and music on the other side of his fence.  He peeked over and saw his neighbors in a new hot tub.  They were drinking wine, laughing, and thoroughly enjoying each other’s company.  That’s it he thought – we need to buy a hot tub.  That will fix everything!  So, he did.  Unfortunately it didn’t work the same way for he and his wife.  He missed the significant investment of time and energy his neighbors had put into building and maintaining their relationship.  It’s the same way with an organization’s culture!

Glance through this year’s “100 Best Company” winners and “hot tub ideas” jump out.  Yes, there are some unique perks offered like: onsite health center, Pilates classes, employee fitness incentives, child-care centers, and free income tax preparation.  But dig a little deeper and you will find some compelling, consistent “cultural investments”.  How does your organization stack up to the following four?  
  • Corporate values.  At Roche Diagnostics, the first few days of new hire orientation focus on the company’s core values and its culture of transparency and accountability.  TEKsystems asserts that its’ four values shape its hiring decisions and how they work with its customers.  Scripps Health’s present workforce and alumni help feed their talent pipeline with “others with similar values.”
Question: Would your employees say that values are artifacts or critical, current requirements in how the business is actually run?
  • Identity. At the biotech giant Genentech, staff is inspired by patient stories - constantly reminding them of why they do what they do.  The Washington, D.C. law firm of Arnold & Porter expects all 700+ lawyers to devote 15% of their time to pro bono work.  At Denver based PCL Construction Enterprise, employees who volunteer in the community can win $200 “pay it forward checks” for the charity of their choice.
Question: Do your employees say they have a strong sense of pride in what the organization provides to customers, the community, and our society?
  • On-going Development.  Wegmans Food Markets offers an employee scholarship program and stretch assignments to help young employees grow within the company.  66% of their jobs are filled internally.  Southern Ohio Medical Center pays 100% of tuition for employees seeking to advance their education and pursue a degree in the medical field.  Ernest and Young sent more than 50 interns to work in a foreign office for a month last year.
Question: Is your organization adequately investing in its internal talent pool? Are more people trying to get in than get out?
  • Leading by example.  Last year the CEO and senior management at NuStar Energy gave up their bonuses so that employees could keep theirs.  Deloitte champions diversity and now has its’ first female chairman and minority CEO.  Scripps Health CEO told employees he plans to cut spending by $300M by 2016 without laying anyone off.
Question: Do your leaders inspire employees’ commitment, effort, and loyalty through their actions?  

So, if you want to maximize growth and success – avoid buying “hot tubs ideas” and instead invest in your culture.  It pays off!  Consider the industry low turnover rates at many of the “100 Best Companies” and the fact they collectively need to fill 114,000 jobs.
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Do Not Reply – This Is An Automated Response

1/21/2014

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Have you recently experienced poor customer service?  Received a non-empathic automated reply to on-line customer service concern?  Listened to endless options on a recorded message when you desperately just wanted to talk to a human being?  Waited days for a response?  Felt alone trying to resolve a warranty issue?  

Unfortunately my wife and I have experienced ALL of these customer service issues over the past several months.   Even though we were dealing with multi-billion dollar companies and national brands, simple customer relation mistakes were made.  These have now resulted in losing some of our business and unfavorable word of mouth advertising.

Here are five simple customer service principles we have personally seen not successfully executed in the past 60 days.  Here’s my challenge – test these five principles against your organizations current customer service processes.  Have any unknowingly crept into your customer on-line inquiry, email inquiry, or call support?  How do you know?   
  • Technology is not a cure all.  One of our issues took 17 days to get an initial automated reply that said, “Apologize for the delay.  We have contacted the service department you have been working through.  Information will be reviewed and we will be in contact with you. DO NOT reply to this email.  This is an automated response.”  They have simply automated a broken, ineffective process!
  • Customers can count.  Another one of our service issues sent back the following automated statement, “If this was submitted after hours, we will address your request as soon as our office reopens.”  Twelve days passed.
  • Warranty issues should not mean ‘finish the resolution process alone.’  A local store or distributor shouldn’t say, “It’s the manufacturer’s issue” and stop there.  Helping the customer connect with the right “people” at the manufacturer and following up to make sure it happened -- wins more business.  We were passed on to Corporate Regional Service Manager in one situation that had no sense of urgency and took days to get back to us.  
  • Make your metrics matter.   Measure elements of your process that actually matter to the customer.  If these metrics are missed or trending down then immediate actions are taken.  It’s also important to periodically check if there’s any “gaming the system” going on.  Many times the numbers do not tell the whole story.    
  • Maximize human communication effectiveness.   Three components make up human communication effectiveness – body language, tone, and words.  Words represent less than 10% of the overall total.  Make sure you truly capture the emotional aspects of customer service in your follow-up process through actual conversations with the disgruntled customer.  It shows you have empathy and really care.          
Customers want four simple things to happen: 1) listen to their issue; 2) empathize with them; 3) tell them what can be done; and 4) execute what was promised.  A “DO NOT REPLY” automated response without applying other simple customer service principles can lead to customers saying “GOOD BYE!”
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Do They Believe?

12/20/2013

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One of my favorite holiday memories this year was meeting 7 year-old Sadie.  I met her and her family on a snowy, Friday afternoon just before Christmas.  They entered the converted empty store where I was volunteering.  The front half of the space had been magically transformed into a beautiful outdoor scene with the center piece a place to get free pictures with Santa and Mrs. Claus.  The remaining space was converted into a special shopping place for kids.  Elves’ help the kids exclusively - parents had to sit outside the curtained off area.   

I heard Sadie’s Mom say, “This is the REAL Santa!”  Sadie looked at her Mom, glanced back at Santa, and then shrugged her shoulders.  Nothing was said, but her body language clearly indicated to me – I will decide ‘that’ for myself.  I drew nearer and asked if they would be seeing Santa – shopping – or both.  Sadie eyes met mine – she smiled (maybe it was my elf hat) – and politely said, “We’ll be doing both.  This will be my sisters first time, but I have shopped here 3 years in a row.”  Her Mom smiled and nodded in agreement.  They then proceeded to the waiting line for Santa.

About 20 minutes later we ran into each other again.  I don’t know who was beaming more – Sadie or her mom.  Sadie now talked faster than an auctioneer.  She said, “That is ABSOLUTELY the real Santa – Mom was right!  His beard is real.  His suit smells like a wood fire.   His sleigh has wheels on it too, just in case there is no snow at some kids’ houses.  He loves little marshmallows in his hot chocolate and sugar cookies are his favorite.   He knows all of the reindeers’ names.  His belly jiggles when he laughs. (She then took a big breath)  I can’t wait to see what he leaves under our tree Christmas morning.”  Her smile was priceless - she absolutely BELIEVED!

Beliefs are important, in life and in work, because they influence how people think – feel – and ultimately act. How employees act then impacts an organizations brand, customer service, innovation, internal culture, and ultimate performance.  So as we enter 2014, here’s a fundamental question to consider – what do your employees believe about the year ahead?

Here are 10 things employees in high performance organizations will go into next year strongly believing:  
  1. Ethics and values apply ALL the time for EVERYONE
  2. Strategy  is achievable because each individual knows how their work impacts it   
  3. Leadership genuinely care about its’ employees through actions not just words.
  4. Customers have a choice and must have needs met or they leave.  That hurts everyone.
  5. Competition is external and very real. It is respected but never feared.  
  6. Change is hard but an absolute necessity to survive and thrive in today’s economy
  7. Teamwork must extend well beyond an immediate work group.  It flourishes when there is mutual trust.
  8. Inclusion means breaking down perceptions of exclusive rights, privileges, and thinking
  9. Balance to meet the organization’s three major constituencies needs (shareholders, customers, and employees) is essential.  ALL are important and none like to be taken for granted.  
  10. The company advertised externally is indeed the one they work for internally

Sadie’s beliefs about Christmas morning totally changed when her Mom introduced her to the REAL Santa.   What or who do you need to ‘introduce’ your employees to that will allow them to believe and achieve high performance in 2014?
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A Defining Values Moment – The November 2014 Tornado

12/12/2013

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It was a very unusual late November, Sunday morning in the Midwest. Weather forecasters were warning the area of potential severe weather. Abnormally warm temperatures in the 60’s were about to collide with a cold front moving down from Canada. On that morning, we quickly redefine the meaning of ‘severe’ - forever.

About 11 a.m. the EF-4 tornado ripped through our area with wind speeds of 170 to 190 mph. One of the hardest hit areas was Washington, IL where our family worships. Complete neighborhoods were flattened – cars flipped like Matchbox toys – trees ripped out and discarded like flowers – debris scattered hundreds of miles away. Over 1000 homes were either ‘totaled’ or significantly damaged. People became immediately homeless as they crawled out of their basements. Neighborhoods had no visual landmarks - just piles of destruction as far as the eye could see. Complete devastation physically and emotionally consumed the area.

What would people do? Where would people go? How would people survive? It was a ‘defining values moment’. Within minutes of the tornado, first responders arrived and then a mass of humanity came to help in any and every way they could. They did not talk about values – but their deliberate actions and behaviors clearly showed compassion, selflessness, generosity, thankfulness, humbleness and service.  

Organizations also are often in challenging and difficult situations.Their ‘defining values moments’ or tests do ultimately impacts relationships (internally and externally), engagement, trust, and reputation. How ready is your organization? If you want to better understand what a specific value really means to your organization, then test it under pressure. Consider how you currently react to:
  • Teamwork when sacrifices have to be made in an economic downturn
  • Accountability when mistakes are made and/or targets and goals are missed
  • Trust when important decisions have to be made
  • Discipline when people are challenged to do more with less
  • Customer service when there are significant gaps in meeting customer expectations

Here are four practical recommendations to make sure your workforce executes the right actions and behaviors if and when ‘defining values moments’ happen:
  • Simulate it. We are always better prepared when we practice. Initiate ‘Value Scenarios of the Month’ for all employees and ‘Values Case Studies’ in all leadership development activities.
  • Imply won’t fly. Value-based behaviors must be straight forward and understandable. Use a wide variety of everyday situations your employees encounter to reinforce ‘how we live our values’.
  • Create safety valves. Employees need safe, confidential processes to alert leaders of potential perceived value infractions. Don’t let small non-value based behaviors fester and grow – address them quickly.
  • Share media coverage. Unfortunately there are regular examples in the media where organizations’ values talk and walk are out-of-sync. Share these real life examples to remind employees of the danger of values complacency.

The November 17th tornado that hit our area created a ‘values defining moment.’ It influenced our overall behaviors, decision-making, and priorities. It inspired people to action. The litmus test for any value-based behavior is in challenging, tough times – for people and organizations.  Everyone is watching – not what is said but what is actually done. Is your organization well prepared?
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Value Lessons – Family Style

9/30/2013

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For just a moment let’s go back to your childhood.  Did your family have values?  Of course they did.  Now think about the process your family used to introduce and reinforce these values to you.  Did they:
  • Create place mats or tent cards for the kitchen table, magnets for the refrigerator, and posters for your bedroom outlining your family values?
  • Encourage you to read documentation on your family values?
  • Assess you only once a year on your understanding and potential application?
I expect most of us answered all these questions, “no “.  We simply knew what to expect by what we consistently saw – heard – and most importantly experienced daily.  Values helped create predictability and clarify the traits and qualities our family considered most critical and highest priority – especially in tough or challenging times.        

The same is true for businesses that want to excel in value-based behavior and enhance credibility, trust, and relationships. Here are five critical guidelines I recommend:
  1. Values are caught not taught.  Leaders and co-workers modeling the desired value-based behaviors is the best way to teach others – not sitting in classrooms, taking on-line e-learning modules, or reading a values booklet.
  2. Values must be clarified through specific behaviors.  Individuals may have slightly different mental pictures of the specific behaviors required for common business values like integrity, teamwork, customer service, quality, etc.  – especially what it means in challenging and/or difficult situations.  Take the guess work out – clarify the most critical behaviors needed to ‘walk the talk’.
  3. Values must be measured.  Avoid a ‘one and done’ annual assessment mentality.  Routinely use simple, practical measurement tools and techniques to gage and address behaviors that are perceived to be ‘both’ in and out of sync with your values.  Add credibility by pro-actively addressing perceived out-of-sync behaviors.  
  4. Values must be integrated and leveraged in key “people processes.”  Exceling at value-based behaviors requires ‘constant reminders’ that Inform – Teach – Reinforce.  These “people processes” (we’ve identified 12) are owned by HR but must be consistently executed by all leaders.      
  5. Values must have consistent consequences – both positive and negative.  When values are actively ‘lived’ they must be recognized and rewarded.  If they are skipped, avoided, and/or only pulled out when convenient, then they must be proactively addressed and corrected.  There can’t be double-standards and inconsistencies.  It simply erodes trust.    
Having values did not exempt your family from making tough decisions and choices when you were younger.  The same is true for organizations today.  By actively practicing the five guidelines above, your organization can enhance its’ credibility, trust, and relationships – both internally and externally.  Everyone will know what to expect and what is expected of them – especially in challenging times.
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Brand Relevance

7/12/2013

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Each year we read about product and service brands, some very iconic, that have vanished.  There are many reasons for their disappearance including: slow to change, expansion beyond sustainability, and Mergers & Acquisitions.  Past success does not guarantee the future.  Here are just a few examples:
  • Oldsmobile sold 35 million units before it was discontinued
  • Kodak no longer makes digital cameras
  • No one now “listens” when E.F. Hutton talks
  • Levitz Furniture existed for more than 100 years
  • We can no longer “fill it to the rim with Brim” (coffee)  

So let’s take a lesson from this brand history and apply it to Talent Management.  My fundamental question is this – Is your employment brand relevant to both existing and perspective staff?  Is it improving, stable, or diminishing?

Research continues to reinforce that we are in and will continue to have a significant talent supply-demand challenge.  Jobs will be harder to fill with quality candidates even though unemployment is higher than normal.  Attracting, developing, engaging, and retaining a workforce that performs at consistently high levels will be a huge competitive advantage.  

Historically, many businesses used ‘rational’ elements to achieve a relevant employment brand  – things like higher wages, pensions, incentives, long-term employment, free health care, promotion from within, and ‘perks’ like subsidized child care, unlimited sick days, and free fitness center.  Global competition and increasing shareholder expectations have put increased pressure on the ability to sustain these types of rational elements.

Other businesses focused more on ‘emotional’ elements including: creating a different workplace environment and business culture, values-based behavior, non-financial reinforcement (recognition), personal development, and world-class leadership that strived to balance customer, shareholder, and employee needs.

Here are a few key questions I ask my clients as they assess the relevance of the employment brand and its impact on current and future performance:
  • What are current employees’ gut feeling about your organization as a desirable place to work?  How do you know?
  • What ‘promise(s)’ are symbolized in your employment brand that people believe you can deliver and they want to be a part of?
  • What differentiates you from other employers?  Can it be sustained?
  • Do employees have a consistent experience that reflects your employment brand?

Finally, replace the word ‘brand’ with ‘reputation’.  Is your organization’s reputation going to help it attract, develop, engage, and retain the talent you need?  What are you proactively doing to be relevant to current and prospective employees? Your brand and reputation can’t be put on automatic – just ask Oldsmobile, Kodak, Levitz, E.F. Hutton and others.
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    Brian Gareau is a Speaker, Author and Consultant.

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