Below is a sample of the content in our monthly blog and e-newsletter: Fast Track to Top Performance

If the Job Could Talk
by Bill Bonstetter, Target Training International

If a job could talk, it would explain precisely what was necessary to achieve superior performance. We could ask it to tell us about the:

• Knowledge a person needs,
• Personal attributes required to drive success,
• Rewards for superior performance,
• Hard skills vital for the job,
• Behaviors necessary to perform at peak levels and
• Intrinsic motivators.

But we all know that jobs can’t talk. If they did, we would certainly hear the real story.

The Problem
Instead, we must get the truth from another source—subject matter experts. These are the people in and around a given job. But even asking people about a job presents a challenge.

Before we can learn the true meaning of superior performance for any particular job, the experts must remove their natural biases. Bias is an unfair preference or dislike of something. Bias can create a blind spot—blocking out a single thing—or act like a set of blinders—making only one thing visible.

Unfortunately, biases get in the way of truly understanding job requirements. Over the years, we have learned that it is difficult—if not impossible—for subject matter experts to completely ignore their own bias. We also know that once subject matter experts do slice through their bias, they are able to hear the job talk. Once that happens, they can identify the key accountabilities or competencies of the job.

Only after they remove those natural biases can they deliver a true definition of superior performance for the given job.

The Solution
Removing biases can be the most formidable challenge in defining superior performance. In fact, we know that it is impossible to strip away the bias without an impartial facilitator. An expert can spur a group into unbiased, fair discussion and act as a catalyst for developing a clear understanding of what superior performance looks like. In short, an expert facilitator will help subject matter experts hear a job talking.

The Results
The process leads to an understanding of the knowledge, intrinsic motivators, personal attributes, behaviors and hard skills required of each key accountability for the job in questions. After the process, businesses can compare all current and new staff members to the results and provide a developmental plan for each. Development plans that are job related are much better than those based on one person’s opinion.

Ten Great Strategies To Keep Your Good People
By Stephen J. Blakesley

Talent: The Strategy To Keep It
1. Make sure everyone knows what is expected of them. Have a clear, concise description of the job and the expectations of the person in that job.

2. Let your talented people experience other jobs within the organization. Take advantage of the multiple skills your talented people possess.

3. Make sure your people have all the tools and knowledge necessary to do the job right. Know their strengths and their physical needs.

4. Make sure you have a fast track for distributing important information to your people. Nothing turns off talent quicker than to fi nd out about company strategy after the fact.

5. Know what your people can and will do. Give them the opportunity to do those things everyday.

6. Freely give personal encouragement publicly and privately. Identify key players and spend time with them.

7. Give managers the responsibility of having a development plan for talented people on their team and assume a partnership role with the employee to get it done.

8. Get to know people and continually update your understanding of your key people. Revisit people on a regular basis; their needs and wants change.

9. Train managers in productivity coaching and hold managers accountable for talent development within their units.

10. Teach and train managers in the art of High Touch. People want to be respected, recognized, and rewarded for outstanding performance.

Orientation Improves Retention
By Darrell Crawford, CPBA, CPVA, The Vantage Group, Inc.

An employee's first day on the job will have a lasting impression.  If a company makes a negative first impression it may take months to overcome an employee's initial frustration and "buyers remorse."  Since studies show that improving orientation can increase retention rates by as much as 25%, try the following to solidify a long-lasting relationship:

Celebrate:   Let them know that you are excited about them coming on board. Make a welcome phone call before the new employee's first day.  Invite the team to join you and the new hire for lunch.  Do fun things to make them feel welcome!

Speed to Productivity:  Be prepared for a new hire's first day.  Ease your new hire's transition with e-mail address, workstation, and business cards ready upon arrival.  Offer meaningful work on the first day.

Set Expectations:  Plan an hour of uninterrupted time with you or their manager on their first day.  Discuss expectations and map out a plan of action for the first 30-60-90 days.  Provide a vision for the next 6-12 months.

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