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Talent management...creating a climate of achievement and retention 2 13-07


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  • 1. TALENT MANAGEMENT…CREATING A CLIMATE OF ACHIEVEMENT & RETENTION Dr. Maynard Brusman Consulting Psychologist & Executive Coach Trusted Advisor to Leadership Teams We help companies assess, select, coach, and retain emotionally intelligent leaders 2-13-2007 © Copyright 2007 Working Resources
  • 2. Our Goals for Today o Review Benchmark of Organizational Emotional Intelligence Survey (BOEI) o Focus on RINA’S Future –The Vision o Master Personal Change o Role-play Limiting Thoughts & Behavior Change Skills o LOVE ‘EM OR LOSE ‘EM: Retaining T alented Employees
  • 3. What You Will Learn Today o How You Contribute to the Organizational Climate o Strategies to Change Core Beliefs and Interpersonal Behavior o Increase the Performance and Retention of your People o Create a Climate of Achievement & Retention
  • 4. Win the War For Talent o The most important resource over the next 20 years will be talent o Companies must attract and retain energetic, motivated, technologically literate, globally astute, & learning agile people o T alent has become more important than capital, strategy, or R&D
  • 5. The War for Talent o High cost of turnover o Shrinking labor pool o Competitive pressure o The business advantage of hiring and retaining great people whose values and competencies match the company’s culture
  • 6. Strategic Talent Management o Selection, development, promotion, and retention of people executed in line with your organization’s current and future business goals
  • 7. “Men judge more from appearances than reality. All men have eyes, but few have the gift of penetration. Everyone sees your exterior, but few can discern what you have in your heart”. Machiavelli, The Prince, 1532
  • 8. HOW DO YOU MOTIVATE PEOPLE? o Provide recognition of good performance any time it’s encountered o Enable employees to find meaning in their work o Create a compelling vision o Provide interesting work o Develop a collaborative and team-based culture
  • 9. GIVING FEEDBACK o Learned and part of firm’s culture o Everyone’s responsibility o Balance positive and negative feedback o Focus on specific examples of behavior o Timely o Contracting
  • 10. COACHING o Providing and clarifying direction o Encouraging the development of performance goals o Giving feedback and listening o Motivating o Removing barriers and providing resources
  • 11. RECEIVING FEEDBACK o Welcome feedback o Proactive in seeking feedback o Be open to change o Listen to feedback from everyone o Multi-rater 360-degree feedback
  • 12. Emotional Intelligence is the ability to… o recognize our own feelings and those of others, motivate ourselves, and manage emotions well in ourselves and in our interpersonal relationships
  • 13. RESEARCH o Up to 90% of the difference between outstanding and average leaders is linked to emotional intelligence. EQ is twice as important as IQ and technical expertise combined, and is four times as important in overall success o Research by the Center for Creative Leadership found the primary cause of derailment in executives involves deficits in emotional competence 1. Change 2. T eamwork 3. Interpersonal Relations
  • 14. WHY DEVELOP EMOTIONAL INTELIGENCE? o More than 50% of employees lack the motivation to keep learning and improving o Four in 10 people cannot work cooperatively o 70% of all change initiatives fail because of people issues – inability to lead, lack of teamwork, unwillingness to take initiative, and inability to deal with change Hay Group
  • 15. EQ vs. IQ o EQ is the ability to bring people together and motivate them o EQ is the trust to build productive relationships o EQ is the resilience to perform under pressure o EQ is the courage to make decisions o EQ is the strength to persevere through adversity
  • 16. EQ vs. IQ o EQ is the vision to create the future o EQ is a skill. Skills can be learned o Employees in an emotionally intelligent company empowered to contribute fully o Emotionally intelligent organization creates innovative products & services, and exceptional customer loyalty
  • 17. Five Competencies of Emotional Intelligence at Work o Self-Awareness-Ability to recognize and understand your moods, emotions, and drives, as well as their effect on others o Self-Regulation-Ability to control impulses and moods o Motivation-Passion to pursue goals with energy o Empathy-Awareness of others’ feelings o Social Skill-Proficiency in managing relationships
  • 18. The Peter Principle and EQ o People are frequently promoted to their level of incompetence o Individuals are often promoted because of their technical expertise, when the needed skills are managing people o The technical expert can become a poor boss
  • 19. EQ OBSTACLES o Fear o Avoid Conflict and Challenge o Negative Internal Dialogue o Unrealistic Expectations o Blaming Others
  • 20. INTERPERSONAL SKILLS o Focus on behavior o Build self-esteem o Solve problems collaboratively o Listen actively o Probe for understanding o Positively reinforce desired behaviors
  • 24. Retention Survey…for Leaders
  • 25. The Sweet Spot for Achievement Good Boss o Great Listener o Encourager o Communicator o Courageous o Sense of Humor o Empathetic o Decisive o T akes Responsibility o Humble o Shares Authority
  • 26. The Sweet Spot for Achievement Bad Boss o Blank wall o Doubter o Secretive o Intimidating o Bad temper o Self-centered o Indecisive o Blames o Arrogant o Mistrusts
  • 27. LOVE ‘EM OR LOSE ‘EM: Retaining Talented Employees o Retention Factors o ging.asp
  • 28. Retention Factors o 1. I know what is expected of me at work o 2. I have the materials and equipment I need to do my work right o 3. At work, I have the opportunity to do what I do best everyday o 4. In the last seven days, I have received recognition or praise for good work
  • 29. Retention Factors o 5. My supervisor or the person I report to seems to care about me as a person o 6. There is someone at work who encourages my development o 7. In the last six months, someone at work has talked with me about my progress
  • 30. Retention Factors o 8. At work, my opinions seem to count o 9. The mission/purpose of my company makes me feel my job is important o 10. My fellow employees are committed to doing quality work
  • 31. Retention Factors o 11. I have a best friend at work o 12. The last year , I have had opportunities to learn and grow
  • 32. Retaining and Coaching Top Talent o Share a common vision o Provide meaningful work o Provide proper resources o Get people involved in decision-making o Provide support with managing change o Coaching for career development
  • 33. Employee Retention and Development Statistics o Replacement costs for employees can be as much as 150% of the departing person’s salary
  • 34. Feedforward Exercise o The feedforward exercise o Letting go of the past o Listening to suggestions without judging o Learning as much as you can o Helping as much as you can o Learning points to help you be a great coach
  • 35. ACTION PLAN o Identify 3 strengths o Identify 3 growth areas o Develop a plan to improve specific skill
  • 36. HOMEWORK Feedforward Contract o Select One Strength and One Behavior for Development o Feedforward Performance Feedback
  • 37. Handout Resources o Workshop Agenda o Benchmark of Organizational Emotional Intelligence (BOEI) o Managing Dynamic Change Article o Love ‘Em Or Lose ‘Em Article o Creating an Execution Culture Article
  • 38. Handout Resources o Retention Survey for Leaders…How to keep workers o Exploring Current Culture and Vision for the Future o The Four Questions o Feedforward o Feedforward Contract
  • 39. UNLEASHING OUR POTENTIAL “Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that frightens us. ” Nelson Mandela
  • 40. Dr. Maynard Brusman Consulting Psychologist & Executive Coach Working Resources P .O. Box 471525 San Francisco, California 94147 T el: 415-546-1252 E-mail: Web Site: Subscribe to Working Resources Newsletter: Visit Maynard's Blog: