Category Archives: Business Leadership

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Succession Planning: Developing and Managing a Smooth Organizational Transition

Please join us on November 22 for a public workshop on Succession Planning: Developing and Managing a Smooth Organizational Transition.

Change is a hallmark of today’s business world. In particular, our workforce is constantly changing – people come and go, and move into new roles within the company. Succession planning can help you make the most of that change by ensuring that when someone leaves, there is someone new to take their place. This one-day course will help you teach the basics about creating and maintaining a succession plan.

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At the end of this one-day workshop, participants will understand the value of succession planning, know the key elements of a succession plan, and develop a successful succession plan for their business.

Course Outline

You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

A Need for Succession Planning

To begin, participants will explore the differences between succession planning and replacement hiring, including some of the advantages of succession planning.

Defining a Succession Plan

This session introduces the SUCCESS acronym, which defines the succession plan process that the remainder of the course will focus on.

Pre-Assignment Review

Next, participants will use the information gathered in their pre-assignment to identify the critical people in their organization.

Identifying Resources and Analyzing Risks

This session will give participants some tools to identify internal and external successors. We will also look at a sample risk assessment.

Defining Roles, Responsibilities, and Functions

During this session, participants will start creating risk assessments, individualized engagement plans, and succession plan profiles.

Gathering Information

This session will help participants identify ways to look within their own organizations and determine what the critical positions are.

Forecasting Needs

There are six key ingredients to being able to forecast what people you will need when. Participants will explore each item in small groups. Participants will also learn about the role of coaching and mentoring.

Putting the Plan Together

Next, participants will learn about using Appreciative Inquiry and Leadership Quality Assessments to develop a succession plan.

Putting the Plan into Action

During this session, participants will explore the idea of phased implementation. We will also look at using technology to facilitate putting the plan into action.

Evaluating and Reviewing the Plan

This session will look at the importance of evaluation. Participants will also work on modifying an evaluation checklist to suit their organization’s needs.

Your Action Plan

To wrap up the day, participants will identify their next steps and participate in a review exercise.

Workshop Wrap-Up

At the end of the course, students will have an opportunity to ask questions and fill out an action plan.

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The investment fee for this workshop is P4,500 plus VAT.

About the Facilitator

Dr. Maria Vida G. Caparas is a GENOS Emotional Intelligence Practitioner and a licensed Psychologist. She is also a Wiley-Certified Everything DISC Trainer. She graduated Summa Cum Laude in her Ph.D. Psychology at UST. She also obtained a Diploma in Public Management from UP Diliman as a government scholar.

Dr. Caparas is a seasoned trainer with extensive and invaluable services in both government and corporate offices. She served as Vice President of HR in New San Jose Builders, Inc. In GMA Network, Inc., she wrote for Kapuso Magazine as Managing Editor. She also became the Dean of the Graduate School at the Manila Central University. Dr. Caparas has also conducted numerous training programs for various topics such as Competency-Based Training, Competency-Based Recruitment, Training Needs Analysis, Job Evaluation, etc.

Currently, aside from serving as a Director of Learning and Development for People Dynamics, Inc., she teaches part-time in UST and De La Salle University. She has authored four books in Psychology and Human Resource Management. Already a fulfilled academician and HR and OD practitioner, she has received a number of awards and recognition.

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How to be a good leader during times of change

We are living in a world that is volatile, uncertain and, for many of us, almost unrecognizable from the one we grew up in. Things are constantly changing and effective change management leadership is essential for the success of any company.

Good leaders are no longer dictators who tell their subordinates what to do and expect it to be done, without question. That’s old school. Now it is time to focus on change management and leadership that enables your business to excel through adaptation and innovation.

Traits of Good Leaders

Good leaders all have certain traits in common. These usually include farsightedness, passion, courage, wisdom, generosity, and trustworthiness. We instinctively recognize these traits in others and that is why the de facto leaders in an organization are not always the ones appointed from the top, but rather the ones we choose to follow. But having the right traits is not enough, you need to know how to apply them.

What does it take to lead effectively in a fast-changing environment?

Innovation and Adaptation

Effective change management leadership helps individuals, teams, and organizations move from their current position to their desired position. It takes them from good to great. To achieve this, change management leaders need to be able to adapt to their environment and build organizations that are innovative and adaptable.

You need to provide solid guidance to allow team members to showcase their unique talents, and apply their skills for the advancement of the entire group. It is important to empower team members to not merely accept change, but to embrace it. Team dynamics need to be fluid, and team members with the necessary skills for a project need to be able to confidently step up and lead the group in the right direction. Innovative change management means managing talent, recognizing skills, sharing credit, and doing what’s best for the team, not the individual.

Openness to New Ideas

A good leader doesn’t have all the answers, all the time. A critical change management leadership skill is being able to admit when you’re wrong. This is not a sign of weakness or lack of confidence in your ideas, it just means that you know you can’t be right all the time and that’s fine. Admitting that your ideas might not be the best ones, ensures that you remain open and receptive to innovative ways of thinking. It gives team members the confidence to put forward some of their more out-of-the-box ideas, knowing that they will be considered and discussed, and even if they are flawed, it won’t count against them.

How to be a good change management leader

  • Surround yourself with the right team. Good leaders know they can’t go it alone and they value the contributions of others. An effective team needs a combination of seasoned experts, support players, and wildcards.
  • Be self-aware and prepared to grow. You can’t facilitate change and growth in others if you aren’t prepared to grow and adapt yourself.
  • Demonstrate Intellectual Humility. Accept that you don’t know everything and strive to learn more. Examine information critically and be receptive to the ideas of others.

Good change management leadership is not about having all the answers, it’s about being able to lead a team to find the answers. It means inspiring confidence in others and creating an environment where people think innovatively about the opportunities offered by change rather than fearing the consequences. A good leader will help people see how change today can be better for everyone tomorrow.

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How to delegate work more effectively

This is a guest post from Carol James. Carol is a writer and senior editor of writing service, so you can find help with your essay on EssayLab. She has an MA degree in social sciences and writes articles, reviews on the different actual subjects.

Every manager should know how to delegate work correctly. Be it an innovational startup or simple shop, there always comes a time when your company grows and you as a business owner need to hire new people. Therefore, you should learn how to delegate and explain tasks and responsibilities. Delegation in management requires particular skills and knowledge to implement it successfully.

In this article, we will take a look at how to delegate work successfully, and what benefits it brings.

So, what does it mean to delegate?

Delegation is the process of giving the responsibility for some task to others. Knowing how to delegate is important for the distribution of tasks and responsibilities, allowing more and more employees to have the basis to make decisions and define strategies.

What skills you need to delegate well

Leaders may find it hard to believe that they aren’t the only ones capable of performing tasks successfully. Many people have problems with delegating because they consider it an admission of their incapabilities. Others are afraid that the colleague will do tasks better, putting their jobs at risk. Thus, many managers overload themselves with tasks and deadlines but achieve less satisfactory results than they would like.

Moreover, it can lead to the onset of occupational diseases (such as burnout syndrome) and causes the development of worn out interpersonal relationships, both at home and at work.

It’s worth pointing out once again: delegating tasks does not mean you’re incompetent! On the contrary, it means that you trust and believe in the competence of your team. By sharing the tasks, you give your team the opportunity to learn new skills, grow professionally, and grow stronger.

This allows them to become more and more skilled and gives you valuable time to do your own tasks with commitment. This way of working, with a healthy and stimulating work breakdown, certainly helps the entire organization to get the best results.

How to delegate work to the right people at the right time

The first step in delegating tasks is to get to know your team. Learn which area each member stands out and their strengths. Recognize who is prepared to receive tasks that involve more responsibility, and train those who are not so prepared. The goal is to build a team that is united and winning!

Make sure you delegate, not command. The biggest tip about delegation: do not be an authoritative leader, who thinks that delegating tasks is simply making someone do something for you. Delegating involves dividing. It is necessary to sit down with your employees, analyze the tasks, and clarify of doubts. It is important to ensure that s/he understands what should be done and how to do it.

It is the leader’s role to work together with the team, supporting and motivating their best. But remember: if a member of your team fails, the responsibility will not be solely his. It will be yours too, because you chose that person for that task. That’s why it’s so important to know who you’re working with and whether that person is best suited for a certain type of duty.

What else to pay attention to when delegating

Track the accomplishment of the task

Your job does not end when you delegate. Now you will have to make sure the job is going the right way. A good tip for monitoring your team’s activity is to use scheduling software like an application that will show you the step-by-step of each task: who is doing what, when the work has been completed and what is the next step.

One example is Asana, which helps with direct task control, deadline creation, and automatic status updates, e-mail notification, and member feedback. This program is free for up to 30 members.

Give constant feedback

Do not wait for a task to be completed to say whether it is good or not. Give constant feedback to your employees so they know the results of their work.

This means being able to say calmly, clearly and punctually what is not good and to help others understand how to do things correctly. Do not let the task get to the end to realize it was not successful!

Benefits of delegating well

There are certainly many benefits of delegation. We listed some of them below:

  1. More time for other tasks. The delegation frees managers’ time, allowing them a greater dedication to the important activities.
  2. Delegation help improve efficiency. But it is critical that the employee focuses on the functions that have the greatest impact on performance.
  3. The delegation contributes to the development of employees. This is one of the most important responsibilities of any leader, and giving employees meaningful tasks is one of the most appropriate means of accomplishing it. This is because delegation induces opportunities that allow people to take initiative, solve problems, innovate, manage and make decisions.
  4. The delegation contributes to the emergence of a motivating environment throughout the organization, as it implicitly conveys the message that subordinates are considered reliable people whose development deserves respect.
  5. Delegation increases the commitment of employees to the effective implementation of decisions. When the employees are responsible for the decision, they tend to search for the best solution, avoiding making mistakes.

So, delegation is an extremely important instrument for the permanent grow of the company.  It enables the leader to devote more fully to the primary tasks of the organizational unit, as well as contributes to the development of employees’ capabilities.

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5 Characteristics of a Successful HR Manager

This is a guest post from Gemma Reeves. Gemma is a seasoned writer who enjoys creating helpful articles and interesting stories. She has worked with several clients across different industries such as advertising, online marketing, technology, healthcare, family matters, and more. She is also an aspiring entrepreneur who is engaged in assisting other aspiring entrepreneurs in finding the best office space for their business.

In any office in any industry, the Human Resources (HR) department is one of the most essential components of the organization. As companies need more people to run day to day operations, the need for efficient HR managers continue to grow.

Good HR managers and personnel can easily reflect on the company’s employees and its work culture. When the office remains a healthy and conducive environment for teamwork, collaboration and idea-sharing, part of that success is due to a good HR manager.

When employees’ needs are taken cared of and satisfaction at work is high, that is partly thanks also to a great HR manager. But what exactly makes a successful HR manager? Below are 5 main characteristics to watch for:

Adherence to a code of ethics

In many ways, the HR department are in charge of disseminating company rules and policies, so it is important for an HR manager to actually lead by example. Rules and policies can be easily disregarded when other employees see that there is no equal application and protection.

HR managers and personnel should be the first in line to uphold fairness in the workplace. Even simple rules such as following office hours (punctuality), meeting deadlines and requirements should be observed – and these are the basic qualities indeed of a good and successful HR manager.

HR Managers should also know how to protect confidential matters – especially pertaining to personal records of employees. Professionalism and discretion should be exercised at all times, and not as a way of using it against any employee or department.

Has personal knowledge of the company’s organization, mission and vision

A huge part of an HR’s job is to understand the concerns of every employee. This would be hard to realize if an HR manager has no working knowledge of the company’s structure and core beliefs.

The lack of knowledge will of course reflect in the hiring and selection process (getting the wrong people for the job), and in the inability to solve problems within the workplace (especially those involving collaboration).

Successful HR managers know the company inside and out. That is how they can spot the right talent, determine the right department for certain jobs, and even improve the floor plans of an office space to ensure better teamwork and collaboration.

Maintains constant coordination and delegation

As mentioned, a successful HR manager knows how to improve the collaboration and efficiency of each employee and team in the workplace. Other than that, a good HR manager knows how to effectively liaise between the upper management and the rest of the workforce.

An HR manager should be able to relay the common concerns of employees to the management, and even suggest ways to improve processes, systems and ultimately recommend/recognize hard working employees.

The HR department is also in charge of organizing company events and events that are in partnership with the company (such as fun runs and charity events). The setup, preparation and promotions of the event would not be possible without coordination and the delegation of tasks to the right people.

A good problem solver

In any given workplace, tensions and disagreements are inevitable. Whether that be disagreements between employees, or between the management and employees, several issues will always arise every now and then.

Of course, the HR are tasked to diffuse any brewing tension or at least come up with a solution that can strike a balance between two conflicting interests. And this is why HR managers should have a natural talent when it comes to problem solving and dealing with different types of people. On top of that, he/she must be able to maintain a cool head despite any tension.

Upholds open, two-way communication

As a liaison between employees and upper management, an HR manager should be approachable and open for any type of communication. This means that employees should be able to trust him/her when it comes to airing out concerns, and that employees are also assured that their concerns will be addressed in the most professional and realistic way possible.

Being an HR manager could be challenging because you will constantly find yourself in the middle of conflicting interests and disagreements. But with a strong leadership skill, conviction and ethics, it is possible to become the best in the field.

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How to Conduct an HR Audit

No matter what the size of your organization, the end of the fiscal year is an ideal time to set new goals, adjust old ones, and realign the organization to keep everything and everyone on track with targets and objectives. Conducting an HR audit to determine how, why, and where HR processes are contributing or not contributing to these goals will help you to better define what is adding value to HR and what is not. The tools, policies, procedures, and methods used by HR will determine how workers are evaluated and measured, which will in turn contribute to the success of the organization as a whole.

Developing a good strategy for your HR audit will allow you to focus efforts, use practices and tools that make sense, and collect the data that adds or contributes value to your organization.

Conducting an HR Analysis

Conducting a detailed assessment of all existing policies and procedures is an important first-step in any HR audit. This process is easier if your existing processes and policies have defined goals or values listed, such as “Reduce turnover by at least 3% over 12 months”, which will allow you to analyze actual performance against expected performance.

Unfortunately, it can be difficult to completely track data to existing policies and procedures, as some data will correlate but won’t be caused by a specific policy. For example, if your organization saw a downturn in turnover over the last 6 months of the 12, but also reached an important milestone or growth spurt, you might not be able to track reduced turnover as a benefit of the policy.

Your audit should cover:

  • Which policies and procedures are in place?
  • What worked in the previous fiscal year? Are there any goals set for those policies or procedures which could valuate the process working?
  • What didn’t work? Are there any goals or data which could show that the process did not work?
  • What has become obsolete? Are there processes related to old software or hiring methods?
  • What is needed or lacking? Processes? Tools?
  • How is the onboarding process working for new employees?
  • Are hiring needs being met?
  • Do employees have access to the HR tools they need?

Record Keeping

Review process efficiency, compliance with federal and state regulation, employee access, etc.

Recruitment and Selection

Recruitment and selection processes must be non-discriminatory, compliant with equal-opportunity policies, current and reflecting organizational goals, validated against current organizational goals, and effective and contributing value.

Workplace Safety/Risk Management

All measures should be compliant with workplace safety and risk management practices/regulations. Check that all policies are needed and adding value, especially if recent equipment or office changes may have made some redundant.

Training and Development

You have to review the accessibility of training and development opportunities, that those available are in-line with organizational goals, and that opportunities contribute directly to those goals. Ensure that current policies are in place for new hire orientation and safety training, development programs are in-line with internal leadership programs, and that all existing development programs are up-to-date. It’s also important to stop to identify training and development needs for the upcoming year so that you can work to build those resources before they are needed.

Employee Relations

Employee investigations must be handled with sensitivity and respect and investigation should be thorough and effective. These factors are difficult to validate, but you can work to do so by interviewing persons who received employee relation support to determine satisfaction and the effectiveness of policies in place.

Compensation and Benefits

Compensation and benefits policies must be in line with organizational goals, privacy should handled effectively, and employees should be compensated in a way that reflects work practices (I.E. compensating teams in Agile rather than individuals).

Valuate Your Findings

While there are many ways to evaluate your findings, you can ideally do so through a combination of metrics and data (actual data including missed and achieved targets), employee interviews, and discussions with management and leadership teams.

For example, by hosting discussions with HR managers, department heads, and even floor-level employees can help you to determine whether hiring is being met, training requirements and whether they are being met, pending issues, and so on. This type of feedback can be extremely valuable in making decisions regarding

Research New Tools and Processes

During your evaluation and audit, you should review change items inside the organization versus in the world at large. HR evolves at a rapid pace and new trends and developments can rapidly introduce better, faster, and more efficient tools for management and hiring. For example, automation and AI are quickly becoming tools to aid in identifying candidates during the hiring and recruitment process.

An effective HR audit looks into every aspect of HR including recruitment and candidate selection, workplace safety, risk management, training, development, employee relations, and compensation/benefits. Conducting an audit will give you the perspective and data to make needed changes to policies and tools, update processes, and create new ones to meet changing organizational needs.

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Want to be a good manager? Don’t stop learning

Today’s world of fast-paced innovation and change often necessitate rapid changes, adaptability, and agility. This is evident in changes to technology and software inside many organizations, but often overlooked when it comes to the most important resource in any company, people. As a leader inside an organization, it is crucial that you be able to adapt and move forward at the same pace as the organization and the world around you, adopting a mindset of continuous learning and innovation.

As a manager and leader, your role involves not only guiding your team or teams but also setting a good example, bringing new ideas and concepts to the team, and using every resource to build on the productivity and value of the people you are leading. Continuous learning is an important strategy for your, your team’s, and your organization’s success.

More than Just a Degree

While degrees are valuable and essential in most business management environments, they often aren’t enough to set you apart. Nearly half of all millennials have a minimum of a bachelor degree, which is often centered around information which is subject to change. Good management involves understanding new processes, leadership methods, and tools as they come in, mastering software and tools made available to you by the organization, and hopefully having at least a basic understanding of the technical work being completed by your team. This can require a significant amount of learning, including familiarizing yourself with the technical requirements and capabilities of graphic design, coding, and other technical skills if you don’t have that already.

An Attitude of Continuous Learning

Self-help expert W. Clement Stone recommends studying and/or reading anywhere from 30 minutes to two hours per day to foster a mental attitude of continuous learning and adaption. Continuing to challenge the brain with new information and input, to think, and practice memorization and learning techniques works to keep your thinking skills sharp, which will also aid your performance in the workplace.

Fostering Adaptability

Continuing to learn works to foster neural and synaptic plasticity in the brain. This means that the brain is more adaptable, more open to change, and more easily takes on new ideas and tasks. Continuous learning will put you in a mindset where you can approach new ideas with natural and intuitive creativity and flexibility, where new tools and ways of working are challenging and interesting, and where you can quickly change how or where you work to be productive. This will pay off as you move into the workplace where changing software, multicultural environments, flex work, and even remote workers are all becoming the norm.

Today’s workplaces are diverse, often multilingual, and may even span multiple offices in several countries. Learning will help you to develop adaptability, to move more easily between cultures, and to add value in any environment which you are in.

Staying Relevant

Modern technology and software change extremely rapidly. Keeping up requires constantly learning and doing new things. Trends and automation are continuing to replace certain skillsets, while creating a demand for others. Evaluating your work environment and the skills likely to change and adapt based on technological and business trends will give you a good idea of what you should be learning and why to stay relevant. This also applies when your current role is phased out or you move to another company, which may value new and different things.

For example, automation is a massive change coming to nearly every industry, and one that will become a significant economic force by 2020. Learning how it will affect your time and priorities and determining what will be necessary as your job moves forward into this new environment will help you to set priorities for learning so that your skills continue to remain relevant and valuable inside your organization.

Increased Confidence

Constantly learning will make you feel accomplished, more able to take on new ideas and things, and therefore more confident, even in emergency situations. While this won’t happen immediately, you will see it over time.

People are the most valuable resource in any organization, and as a manager, your leadership and guidance influence that. Learning and continuing to grow yourself will help you to be a better manager, not only by improving your skillset and helping you to develop and move forward while potentially inspiring others in your team to do the same. At the same time, it’s important to recognize that not all learning needs to be job related. Reading, learning crafts and hobbies, studying how processes work inside your organization, and nearly any other type of learning will foster the cognitive benefits of adaptability and agility, helping you to fit more easily into multicultural environments, to understand and change with your organization and the world, and to continue to adapt.

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How to Eliminate Bias in The Workplace

This is a guest post from Johanna Cider. Johanna is a freelance writer from Wellington, New Zealand with a special interest in business, travel and lifestyle topics, as well as experience producing written content for various sites and blogs. Visit Johanna’s Tumblr page to see more of her published work.

With issues of racial discrimination and unequal pay hot topics in the corporate world, the question of how to eliminate bias in the workplace is on every HR professional’s lips.

Discrimination can be overt, but more often, it’s underhand or even unconscious in nature. The human impulse, after all, is to categorize – but when that impulse encroaches into unjust classification according to gender, race, age, or ability, problems arise. Here’s what you can do to help curb bias in your place of work.

Catalogue all possible biases

It’s impossible to prevent biases on the office floor if you haven’t yet identified the many forms that workplace prejudice can take. From affinity bias (the tendency to like another person because they’re similar to you) to the halo effect (the tendency to base your entire opinion of a person on just one of their traits), the first step is to know exactly what bias struggles you are dealing with.

After you’ve done that, undertake a sweep-review of the current employee group. What are the statistical breakdowns for the number of women employed versus men? What’s the racial split? Where are problems likely to arise regarding discrimination? Asking your employees for their feedback directly is the most sure-fire way to flag manifest or latent workplace bias issues, and ensures that communication lines are kept open.

Broaden your candidate criteria

Interviewer bias is a major cause for concern when it comes to work-related discrimination. For example, top-quality candidates may be turned away because they don’t fit with the “culture” of the office – an assumption that may stem from ageism, classism, and aesthetic biases.

For example, if you’re recruiting someone new for an office filled with keen runners, and you decide that the candidate – although suited perfectly for the job – doesn’t quite fit that character bill, then it’s not them that’s the problem, but you. The most assured route to a diverse workforce is broad interviewing criteria, so if your workplace is falling short of this criterion, it may be time to review your policy.

Image Source: Unsplash

Review the office setup

Workplace dynamics can be shaped by things as seemingly insignificant as the feng shui of the office. If particular workers are distanced from others because of their desk placement, they may feel lonely or left out socially, too.

Don’t be afraid of criticism or suggestions for improvement from your own team – create an office or HQ environment amenable to interpersonal communication. If you can’t arrange an open-plan office, ensure there are collaborative spaces on the office floor which allow employees to engage in open dialogue with each other during break time.

Have a check-and-balance system in place

If you’re in charge of final decisions regarding employee appointment and issues of workplace bias, the best thing you can do is realize your own limitations. If you don’t already, always check your practices and policies with an objective party.


So, you’ve educated yourself and other HR personnel around the topic of workplace bias; now it’s time to truly bring about change on the office floor.

Lead an annual or biennial training day around bias best practices for the whole office (including CEOs and other execs). Don’t shy away from showing the relevance of such programs. Bring in as many global examples as you need – especially to prove to employees who are stubbornly set in their ways – that addressing unconscious discrimination begins at work.

Image Source: Unsplash

Encourage connection

Successful team-building efforts contribute immensely to the elimination of bias in the workplace. Often employees just need to break past the initial barrier with their fellow workers to abolish the stereotypical moulds they may have been fitting others into. Cultivate a sense of togetherness by establishing regular happy-hour drinks for staff each week, or perhaps by setting up a biweekly skill-swapping session between departments.

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Change Management: How to Redefine Job Roles for Existing Employees

Any organization will change as new technology redefines products and customers and changes how jobs are performed, and as teams and roles merge or split.

Over time, this can result in roles which are wildly different from previous iterations of the role, but often with the same employees working in those positions.

This creates risks by preventing leadership from effectively managing employee performance based on job needs now and can hold back a high-performing employee who is expected to perform tasks or skills they were not originally hired for.

Redefining roles will give you the opportunity to both understand and communicate what is expected of employees in their roles now, so both you and they can better manage performance.

Define What is Needed from the Role

Most organizations will have some form of job profiling in place to define what is needed from a role. However, these profiles are often generic, old, or might not even exist at all. Conducting interviews with key employees (including those in the role) will help you to determine actual skills and tasks required for the role now which will help you to see what hard skills are actually required.

For example, if technology has changed, a former requirement may have become completely unnecessary, someone who was highly relevant for the position may not be, and so on.

Use Team-Based Task Allocation to Assign Tasks Based on Individual Strengths

Many workplaces use teams to tackle projects which are often very much interlinked. When you have multiple individuals with similar skillsets working together, you have more freedom to allocate specific tasks based on individual strengths.

Creating team meetings to determine which tasks individuals don’t like to do or which they are bad at will often result in discovering that others enjoy or are good at those tasks. Reallocating (so long as its balanced) will help you to improve the efficiency and the morale of the entire team.

Create Job Profiles to Define Competencies for the Role

Good job profiling often requires third-party assessment or a strong HR component to do so internally, a competency framework to define soft skills which contribute to success, and the ability to correctly analyze what success (rather than simply producing to expectations) looks like in the role.

This will help you to recognize high performers who lack soft skills versus poor performers who lack hard skills or motivation and will help you to offer training or development for motivated employees who could perform better in their role.

Set Up One-on-One Meetings with Individuals

Creating buy-in for change is one of the most difficult aspects of redefining roles, simply because many employees will fear losing their jobs.

Creating one-on-one meetings with leadership to explain what’s happening and why will help many to better understand the process and what’s expected of them, so they are more comfortable and more likely to adapt. It also gives you more opportunities to assess individual strengths so that you know where and why an individual has to develop.

Use Self-Evaluation and Feedback to Solicit Change from Employees

Giving employees the opportunity to evaluate themselves according to new standards and requirements will give them the opportunity to see what they need to change.

You can achieve this by asking for monthly progress and achievement reports from employees, using third-party self-evaluation tools, or have employees draw out self-evaluations of performance goals and competencies.

Why? Self-evaluation gives many the opportunity to consider their performance from a personal perspective, which will create motivation.

Managing roles as they change is important for ensuring the continued productivity and value of the role. Working to create buy-in from employees with transparency and personal development, while using tools including competency frameworks and job profiling to better understand what is needed in a role will help you to manage both by ensuring you know what success looks like in the role and how to get there.

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5 Ways to Have More Effective, Better Meetings

Meetings are an important and often necessary element of working in teams, but in many workplaces, they are dreaded, inefficient, and often not able to achieve intended goals.

Creating structure and using tools like leadership and emotional intelligence to manage and improve meetings can improve team morale, boost total productivity, and improve communication cross teams – simply because meetings become a tool for communication and collaboration rather than an ineffective to-do item.

Here are 5 ways to have better meetings.

Create an Agenda

Every meeting should have an agenda to follow, whether it’s on a digital screen or a written board. Ideally, this would include a timetable of how much time to allocate to each topic. Anything that goes past the relevant timetable can be moved to a separate meeting with relevant parties (most subjects don’t require everyone) to keep meetings on topic.

Similarly, it’s crucial to ensure that key decision makers are present before tabling and discussing anything. Before the meeting starts, bring up the list of agenda points and encourage questions in advance.

Ask Everyone to Contribute

Most team members can and should be able to contribute in a meeting, even if it’s in a small way. Taking time to ask quiet team members for their opinions or setting aside moments to recognize and highlight team members as part of the meeting can help everyone to feel appreciated and valuable.

For example, you can give recognition to a team effort or individual team member, ask others to recognize their team members, or create a 10-minute session where you go around the table asking each member to discuss what they are doing on that day or week that may be relevant to the rest.

Use a wrap-up to close the meeting

If you’ve had a good meeting, you’ve created solutions or discussed outcomes and next steps. It’s important to wrap up by ensuring that tasks and deadlines are assigned, that all action items have a realistic deadline, and that each assignment is given to individuals who can achieve those tasks.

Focus on Others

It may be natural to focus on what you’re doing, but shifting attention to others and their emotional needs is important. Problems often arise because of difficulties in communicating, stress, and individuals focusing on giving input rather than listening to others.

Recognizing when people are struggling, how people respond to both criticism and reward, and what they are capable of will allow you to better delegate tasks, meeting-room communication, and make decisions based on capabilities.

Be Accountable for Your Results

Meetings are often time-sinks, where you can become caught up in anything. Recognizing when you’re going off-topic, when you aren’t delegating well, and when you need to practice emotional intelligence to help your team communicate will help you to have better meetings overall.

Good meetings require a combination or organization, emotional intelligence, and trust between team members or participants. Working to foster all three with emotional intelligence, good workplace tools and structure, and by building good habits will help you to improve the efficacy of your meetings.

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5 Ways to Address a Performance Gap in Your Team

Skill and performance gaps crop up in every workplace. Jobs, technologies, and even demand change over time. When this happens, recognizing and working to fill performance gaps is crucial to maintaining results and productivity inside your team.

In most cases, performance gaps are the direct result of missing skills inside your team. This could show up as lack of development for team members or missing team members.

The best short-term strategy is to use direct intervention to bridge these gaps with training and hiring, but long-term goals should involve using competency models and frameworks to account for skills gaps before they occur, so that employees are hired, developed, or directly trained to prevent them.

Identify Performance Gaps Correctly

Correctly identifying performance gaps and their source is one of the most important elements of correcting them. Performance gaps can stem from numerous sources, but common reasons include;

  • Lack of job knowledge
  • Changing job requirements
  • Lack of understanding of the role due to improper hiring
  • Ineffective management
  • Physical or emotional conditions in the workplace
  • Leadership and structural problems within the organization

Properly identifying performance gaps may mean bringing in a third-party depending on your existing resources and ability to properly assess your organization.

It’s also a good idea to use multiple data sources such as KPIs, employee assessments, and leadership assessments, which you can then use to cross-validate results.

Train Employees in New Hard Skills

Changing technology often means that employees who were previously very good at their job can no longer use their relevant skills, which often results in a performance gap.

Using competency frameworks and clear job profiles will help you to identify which skills are necessary for the role, which can help you in offering training and development to those who need specific skills to perform.

Use Leadership Development to Prevent Performance Gaps

Leadership and management problems are often a direct cause of performance gaps, especially when high performers are promoted from a technical to a leadership role.

Some high performers make the switch effectively, but many may continue to perform in technical roles, micro-managing teams and doing work themselves instead of empowering their team. This will result in a lack of motivation and a huge performance gap.

Integrating leadership development to ensure that leaders and management know what is expected of them and how they should perform in their roles will help prevent this.

Address Workplace Culture and Environment

Workplace and cultural problems often dramatically affect performance and productivity, with issues stemming from a lack of emotional intelligence, poor communication, and even the actual office layout.

These issues can be identified through assessments, and must often be fixed by taking direct action on specific instances (such as offering communication and teamwork workshops), giving training in emotional intelligence, or creating more flexible and agile workplace solutions.

Integrate a Competency Framework

A good competency framework will help you to recognize and address performance gaps more quickly by creating a foundation to assess and monitor individual role productivity. Competency frameworks recognize what good performance looks like (rather than simply skills), which can help you to review when performance is being affected and how, so you can take steps to correct issues on an individual level.

Performance gaps are a major problem in many teams, but they are often related to leadership, direct skills gaps, or lack of motivation. Integrating good HR tools will help you to assess and solve these problems more quickly, while preventing them in the future.

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