Growing talent is for the future is important. For some leaders this means hankering after some dream of employing all the right people. Yet what about those we already employ? What if we spent more time focusing on developing the talent within our organisation rather than wistfully gazing elsewhere and hoping things would change?
Deloitte’s Talent Edge 2020 Survey reinforces the importance of developing leaders within our organisation, and recognises retention, succession planning, career pathways and learning opportunities as important talent strategies. It is increasingly difficult with a diverse workforce to meet the needs of all. Yet having a strong organisational learning culture and a commitment to action helps. The Deloitte survey found that:
“Companies with retention plans in place are moving beyond anxiety and taking action.”
Retention implies that leaders have found out what is important to their workforce and have designed their learning programs and incentives with this in mind. They have listened to needs, asked questions, adjusted their programs and monitored progress. At the same time they have provided challenge to employees; and engaged their minds as well as their hearts.
Where to start? Move beyond anxiety and take action.
Each day for the next week talk to at least one staff member about how their work is going:
The main focus is on interacting with staff on a regular basis and then following up with action. This is a 365 day of the year process rather than an annual survey – start with one week and keep it going. Retention happens when staff are engaged through having their needs met. And for that to happen leaders need to spend more time listening, and inquiring into staff needs.
Let’s be clear, I’m not talking about staff always getting what they want, the staff telling the boss what to do, the boss pandering to every staff whim and not having an opinion. I’m talking about the leader of the organisation or team being ‘present’, walking the work environment and developing a deep understanding of those they serve. I’m talking about the leader following up. I’m talking about the leader as a credible influencer of talent.
