Knowledge, Skills and Abilities - What is the Difference and is it Important?

Knowledge, skill and abilities are the three essentials to any employee, employer and organisation. Recruiters seek out specific knowledge, skills and abilities during the hiring process, managers consider the knowledge, skills and abilities of certain employees when suggesting individuals suitable for promotion and organisations are constantly referring back to the core knowledge, skills and abilities they believe are necessary to thrive and survive in the business environment.

These three important terms are often used interchangeably. Even though the difference between them can be subtle, it is imperative to know the difference in order to understand what you expect of your current and future employees.

Knowledge is the theoretical or practical understanding of a subject. For example, an employee might have knowledge of a particular model used in instructional design. This doesn’t mean the employee knows how to be an instructional designer. It means they know the model.

Skills are the proficiencies developed through training or experience. Using the model design example, the employee has demonstrated skills in applying the model when designing training programs. Skills are usually something that has been learned. So, we can develop our skills through the transfer of knowledge.

Abilities are the qualities of being able to do something. There is a fine line between skills and abilities. Think of abilities such as organization and prioritization as attributes that can help an employee develop their instructional design skills.

In business we often refer to the ‘skills’ gap and if your organisation is trying to fill this gap, then we must be clear on what exactly needs a solution- is it employees knowledge about a particular product? Or do their skills in how they sell the product need fine tuning? Or do they need to work on their ability to prioritise and better manage their time?  

Understanding the subtle differences between the terms can make obvious improvements to your work force!

Guest Article: End of the Line by Jay Kuhns, SPHR

I talk about my work.

I plan my work.

I have an extensive and well organized Wunderlist.

I document every meeting in Evernote.

I need to get things done.

I have to cross the finish line with my projects. 

Talk Is Half the Battle

I'm not sure what happens to some leaders. It appears that two significant changes occur that block their ability to get to the endpoint.

1 - They get promoted and have a really cool job title.

2 - They focus entirely on maintaining their status instead of executing.

These changes are the death blow to many promising leaders. The energy, passion, risk-taking, and fearless approach displayed early in their careers suddenly slows to a crawl in an attempt to play it safe at every decision point.

They talk a good game. 

They use the right words (usually.) 

They get a few things done...

...eventually.

That my friends is about a pathetic description of a leader as I can muster.

Execution Is the Only True Thing

Let's be honest for a minute. Getting work done, particularly complex projects can be a real challenge.

So what?

But sometimes other people have a significant role to play in our projects.

So what?

I make mistakes...after all I'm human.

So what?

How About You

"If our corporate cultures focused on getting work across the finish line instead of attending recurring meetings to talk about how busy we are, we might actually make a real difference in this world."

Think about it.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - End of the Line»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Engaging Employees with Technology Choices by Ben

Last week I had the chance to speak with a local HR leader. She was lamenting her company’s hideously awful HR module that was an add-on to the company accounting software. The firm paid plenty of money for the module, but it is ineffective, inefficient, and virtually useless. It looks like it was coded/developed in 1993, if that tells you anything. There are no reporting, searching, or other core capabilities that would make the system a valuable tool to help improve the HR team’s service delivery. So I told her to stick with Excel for a while longer until they can convince the CEO that they need real technology. A while back I wrote about a very similar topic: how consumer demands for technology are shaping what we and our employees want in our workplace technology.

Consumer Trends and HR Technology

When we asked global participants in our recent Employment Value Proposition survey whether their HR technology makes life easier by providing access to relevant information to help employees manage their career, the response was a dismal 13%. About one in 10 companies believes HR technology is truly making life easier for employees, and that is a problem, because employees have high expectations for the technology they use.

When it comes down to technology selection, there are a wide variety of inputs that help to drive the decision. Some of them are very specific, revolving around cultural or business-oriented requirements. Others are larger in scope, affecting virtually every company that is evaluating technology. The two global trends that are having the greatest impact on technology selection today are consumer-driven demands and personalized recommendations.

Consumer-Driven Technology Demands

The release of the first iPhone in 2007 was a leap forward in delivering a delightful user experience. Since then we’ve seen an increased number of companies focusing on usability as a key driver of selection decisions. The apps, video content, and social capabilities of the smartphone era have enabled users to be more productive. These tools enable users to achieve more in less time, helping them to fully realize the value of technology like never before.

And now those expectations extend to workplace technology as well. Your employees are accustomed to personal computing experiences that are intuitive, engaging, and user-friendly. They now expect their work environment to provide technology of the same quality and fidelity, whether mobile or desktop.

Personalized Recommendations

Users have become ac­customed to visiting Amazon and other online retailers for their shopping needs, and one thing these stores do very well is offering personalized recommendations based on browsing history, previous purchases, and other online activity. Bought a purse? They will offer you a similar one, or a complemen­tary item. Purchased a food item? The site can help give you recommendations based on what other similar us­ers liked.

This concept applies to talent technology in the form of guided experiences. Employees appreciate hav­ing a personalized experience with technology without it feeling too scripted or forced. The benefit here for business leaders is less time spent walking users through the software or tailoring it to each individual’s needs. It’s a win-win for both parties and helps to keep users engaged.

The Technology Outlook

When we look at satisfaction ratings for technology, whether learning, talent, or HR, we see a definite trend. Companies are not particularly happy with their existing technology. Just 19% of organizations say they are very satisfied with the quality of their overall technology environment, according to the 2015 Brandon Hall Group EVP study.

It’s time to look at your technology options not just as a means to an end, but as a method for engaging your workforce through multiple touchpoints on a regular basis. From the applicant tracking system, onboarding tools, and performance management platform to something as mundane as an address change, you have the opportunity to create a great experience for your employees with your technology.

Consider your existing HCM technology. Would you say it provides an engaging experience for employees? Why or why not?

Article source:Ben - Engaging Employees with Technology Choices»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Vengeance Is My Name by Jay Kuhns, SPHR

Grace
...an act of kindness or courtesy...

Betrayal
The jokes and cliches about corporate life being rife with betrayal are common for a reason. It's true. For those of us that have accepted the burden of leadership...in my case quite passionately...we often end up on the receiving end of a colleague's betrayal.

Am I being overly dramatic? Hell no.

I have personally experienced over and over again the impact of leaders feeling threatened by the real leaders who make bold decisions...lead courageously...and accept risk as part of leading at a world-class level.

For those cowards that only dream of leading on a grand scale, their preferred recourse seems to be attack...spread rumors...and attempt to discredit.

Always in secret...behind the scenes...because that is how corporate cowards behave.

Vengeance
For as long as I can remember I've pushed hard to get ahead. I've taken risk after risk, often bringing much attention (mostly positive) to the leader brand I was building. 

However, a piece of advice I received from a healthcare executive early on has stuck with me:

"No one is going to be excited as you about your rapid success. You are moving quickly...remember that others will feel threatened by your style."

His wise words have helped me up to the present time. When I see leaders taking action on a grand scale the result is often just as he predicted. 

The other leaders on the team who live in a world of CYA and WIIFM can not accept that someone else actually leads effectively. 

When their shameful and unethical attacks begin I have always wanted one thing.

Vengeance. 

How About You
What I learned however, was that the sweetest revenge boils down to one thing:

Success.

I decided I was going to ignore the noise, push myself to keep trying new strategies and tools, and execute far better than those corporate cowards could ever dream of doing.

Grace wins.

Don't fall into the trap of joining the corporate cowards club. Decide instead to lead alone because it is a far more noble path. In fact...it's the only real path for us.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Vengeance Is My Name»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: 3 Typical Problems First-Time Managers Face—and How to Solve Them by Jennifer Miller

Taking on your first official management role is exciting. It’s also challenging, overwhelming and perplexing. In a webinar with over 900 first-time managers, The Ken Blanchard Companies asked people to list their biggest challenge when they made the leap from individual contributor. David Witt, Program Director for Blanchard, wrote about their responses in this LinkedIn article.

Making the leap from “leading one’s self” to “leading others” is of keen interest to me, so I reached out to the Blanchard Companies for more information on their new program for first time managers. Turns out, it’s of high interest to them as well, because research indicates that few companies invest in training new supervisors on the “people” elements of their job. Here are the three categories of challenges outlined by David Witt, and commentary from Ken and Scott Blanchard on these challenges. In addition, I’ve added resources to help you resolve these issues, if they’re of concern to you.

“People” Issues. This was the most-cited challenge that people attending the Blanchard webinar faced. They listed things like conflict management, improving morale, and building trust. One of the key elements in this category was the challenge of supervising one’s former peers. When people get promoted, they have to reconsider their relationship with their former peers, notes Ken Blanchard. Ken told me, “[New managers] go from being ‘one of the guys’ to now when they walk into the lunchroom, nobody wants to talk with them. It’s a shock. New managers need to understand they’re playing a different role on the team now.”

Resources for making the transition to new leader:

What to do during your first 100 days as a new leader.

Conduct a “new leader transition” process.

Read “From Bud to Boss.”

Performance Management Issues. These challenges are related to the “mechanics” of managing: setting goals, coaching team members, redirecting poor performance, conducting formal performance reviews. Goals, in particular, are especially important. Ken Blanchard puts it very simply: “All good performance starts with clear goals.”

Resources for performance management:

Jen’s best advice on this one: form an excellent relationship with your HR manager. It’s fun to mock them ala Dilbert, but believe me, you want your HR rep on your side, not in battle with you.

Read the Blanchards’ take on goal setting.

Check out Art Petty’s blog Management Excellence.

Here’s a great overview of writing an employee performance review by Halogen Software’s Melany Gallant.

“Coping” Issues. This was the third-most mentioned issues new managers faced. These concerns were related to one’s personal use of resources, such as time management, prioritization and work-life balance. Scott Blanchard told me, “The transition can be emotionally stressful for young managers. Things change; they’re not invited to the after-work hours events; they’re being unfriended on Facebook.”

Resources for coping with being a new leader

Write a personal social constitution to help you focus on what matters most.

Read my “Zen of Jen” series on coping with life—both inside and outside of work.

Use the simple “Great Dane” model for prioritizing.

When you move from “one of the team” to “leading the team” there are tremendous changes. Don’t leave the success of your management transition to chance. Investigate a few of these ideas to help you make a strong start.

 

 

Copyright: rawpixel / 123RF Stock Photo

Article source:Jennifer Miller - 3 Typical Problems First-Time Managers Face—and How to Solve Them»

Guest Article: Salt the Wound (feat. You) by Jay Kuhns, SPHR

Approval.

Influence.

Pressure.

Deceit.

Impact.

Competition.

Winning.

Decision-making.

Power.

Responsibility
Making big decisions is a requirement when you lead an organization. Sometimes those decisions stem from frustration at the poor performance of the team and the need for you to intervene. 

At other times your vision for what needs to be done is the engine that drives your decision making and provides the necessary structure for others to follow.

Sometimes though, we keep pushing our agendas long after it is necessary, simply to remind everyone who has the power.

Are you with me?

Let It Go
You've already won...when change occurs

You've already won...when your ideas are approved

You've already won...because you have the power and authority in your leadership role

Don't underestimate your words, your influence or your impact. You're a winner...even when you feel mired in administrative and political madness.

How About You
Everyone knows the rules, the pecking order, the hierarchy. There is no need to salt the wound of those around you. Remember...

You don't need to flex your executive muscle
You don't need to talk so damn much...

...you need to take action ethically, professionally, and fairly...

Right?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Salt the Wound (feat. You)»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: A New Look for The People Equation by Jennifer Miller

Exciting news! The People Equation is getting some “work done.” Over the next few months, the site will undergo a transformation – with the aim of providing you access to useful and timely information to help you “master the people equation.”

First up, a new “look.” Here’s the new logo:

Here’s what graphic designer Lauren Mary Wege had to say about the design she created for The People Equation’s new logo:

I went with a graphic that emphasizes the hexagon – the hexagon is a mathematical form that is also found in nature. This image works well for your logo given the nature/nurture aspect of communication and people. The hexagon with points around it is a subtle take on people around a table.

My thanks to Lauren for providing a visually interesting new look for the blog. She’s fantastic to work with and I highly recommend her.

For those of you who know me professionally outside of this blog, I closed my consulting and training business SkillSource of W. Michigan, Inc. at the end of 2015. After 20 years as a corporate trainer, speaker and executive coach, it was time to reinvent myself. I re-opened my business doors as The People Equation, LLC on January 1, 2016. This new venture will focus on you, my readers, and bring you the latest information on how to lead yourself and others towards greater career success.

Would you do me a favor? I’d love to have you join the conversation at our Facebook page, The People Equation.

Stay tuned for further announcements about the blog’s new “look.”

As always, I welcome feedback.

Article source:Jennifer Miller - A New Look for The People Equation»

Guest Article: What Rob Davidson, Stuart Freeman, Daniel Mundy and other successful recruitment entrepreneurs have in common by Ross Clennett

Recruiters are faced with a very large number of decisions every day: Who to phone screen, who to interview, who to refer, who to call, who to call back and on it goes. As a result, decision making is an important skill. Yet how often is any recruiter, or leader of recruiters, trained in decision making?   Rarely, if ever, I would guess.   This lack of training has
Article source:Ross Clennett - What Rob Davidson, Stuart Freeman, Daniel Mundy and other successful recruitment entrepreneurs have in common»

Check out more of Ross Clennett's work at hisblog

Turning the Tables on the Interviewer

At the conclusion of nearly every interview, interviewers are likely to ask if you have any questions. Let’s not sugar-coat it- this is a test! The questions you ask will inform the interviewer about you as much as previous questions they have asked you. So just like you would prepare your answers, come prepared with questions to highlight your knowledge, enthusiasm and motivation to secure the job. 

Here are some suggestions for the kinds of questions you could ask:

1. What do you consider the essential qualities to become successful in this position?

This question highlights to the interviewer that you are interested in achieving your best and demonstrates you must also possess the drive and commitment in pursuing success. It also demonstrates a genuine interest in understanding what the organisation views as success. What organisation wouldn’t value a candidate who strives for success?

2. What experiences and skills would represent an ideal candidate for you?

This question will encourage your interviewer to pin point the key qualities and experience they are looking for in an ideal candidate. This gives you an opportunity to remind them of any skills or experience you didn’t mention during the interview.

3. Are there opportunities for training and education in this position?

This question shows your drive for learning, which is an invaluable quality in a candidate. It also demonstrates your willingness to expand your knowledge and grow with the employer which is great news for them if they are going to invest time and money in your development and training (hint hint-retention).

4. What are the organisations plans for growth?

This question allows you to add an observation or two that reflects the extensive research you conducted prior to the interview. This will give you a final opportunity to impress the interviewer about your knowledge and interest in the organisation which shows promising signs of commitment. It is also important for you to understand where the organisation is heading and whether you can envision yourself becoming part of their strategy.

5. What can I expect in the next stage of the recruitment process?

The ideal question to finish up with! This question shows you are aware of the complexities and often time consuming process of recruitment- but also indicates to the interviewer you are keen to progress and move forward to the next stage. You may even be able to gauge how many others they are interviewing for the position or how close they are to securing their ideal candidate!

Guest Article: Your Community - Your Future by Jay Kuhns, SPHR

The incredible power of communities in today’s world of work is literally transformational. Particularly for the untapped world of healthcare human resources or other risk-averse industry professionals. 

I’ll give you a real life example…me.

I spent twenty years in hospital human resources leadership, including the last fourteen in executive roles. As I watched the world of effective leadership change rapidly, I realized I either had to step up or stop claiming I was a leader.

"Harsh? Not really. I take the title of leader very seriously, and I believe leaders have to actually do the work, not just sit around fancy conference rooms tossing around leadership quote meme ideas."

Leadership is not only talk…leadership is action. I took ownership of what I knew had to change and completely reinvented myself and how I practiced HR. I made the conscious decision to grow my communities, and ended up positioning myself (unknowingly at the time) for the job I have now.

Oh, and by the way...making these changes revolutionized the talent function at my last hospital far beyond my wildest expectations.

Getting Started

1.  The first step is learning…branching out to try new tools…and it is surprisingly simple:

"Get over yourself."

Forget about your ego, your loaded LinkedIn profile, and your inflated sense of self. I'm serious...you're not that special (neither am I.)

2.  The second rule is to select one tool to help grow your community. For example if you choose twitter start by setting up your account, be sure to use the same picture from your LinkedIn profile, and be patient.

No one will expect you to be a power user on day one! Search the tool to find other leaders in the #HealthcareHR space (it will be a quick search!) or other industry. Look for other leaders, organizations, and thought leaders you trust and connect with them.

Engage

3.  The third step is to start using the tool. One of the best ways to do that on twitter, or snapchat (which is now #2 behind facebook, yes!); or any tool for that matter, is to participate. Retweet and share content. Let others know you like their work. Compliments are completely risk-free!

Remember, you talk to people all day…every day…so you can certainly handle hitting the Retweet button!

How About You

4.  The last step is to reach out directly to others, particularly those outside your specific industry space. Don’t be afraid to ask questions, explain that you are learning and want to participate. While this may sound like a long slow road, what you will quickly discover is that your online communities will grow so quickly you won’t believe it.

...and that impacts your leader brand.
...which impacts your employer brand.

I’m living proof.

Please do not feel like you need to do this alone. 

I want to help! Connect with me and let's get you started:

twitter:            @jrkuhns
snapchat:        jrkuhns
Instagram:     jrkuhns
Swarm:           Jay Kuhns
Pinterest:       jrkuhns
anchor:          Jay Kuhns

I’d love to hear from you.

No Excuses.  

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Article source:Jay Kuhns, SPHR - Your Community - Your Future»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: The Careers Network – Thousands of Executive Education Resources at Your Fingertips by Jennifer Miller

Here’s a great resource I recently learned about: The Careers Network. The Careers Network has taken on the ambitious goal of cataloging all publicly offered executive development programs throughout the world. So far, they’ve amassed a list nearing 2,500. Natalie Baker, the site’s US editor-in-chief, told me that the site’s goal is to provide the most comprehensive listing of executive education available. It’s free to search the site.  The organizations that are featured do not pay to be listed.

The Careers Network is a division of The Economist Group, a well-known media brand based in the UK, which has offices in London and New York. You’re probably most familiar with its flagship magazine The Economist.The Careers Network also launched a blog called The Executive Education Navigator about seven months ago. It has excellent career development tips like how to transition into HR in your mid-career and 6 Ways to Advance Gender Equality in the C-Suite.

One of the features that caught my eye on the Executive Education Navigator blog was the “executive profile” feature. So I reached out to the blog team and offered to write a feature. They said “yes” and I’m pleased to share the result: an interview with an amazing woman: Lourdes (“Lou”) Ebra Grill, from The Cocoa-Cola Company. Check out her story here: The executive-education experience of a Coca-Cola executive. A special thanks to Sue Callaghan from the University of Notre Dame’s Mendoza College of Business. She connected me with Lou Grill, a graduate of Notre Dame’s Executive Integral Leadership program.

I personally know many colleagues who have benefitted from attending an executive education program offered by a university or other organization outside of their company. And, don’t let the “executive” in the title drive you away. If you are heading up a large department, or are a small business owner, you can benefit as well. So go on over, check out a few programs, and let me know what you think.

 

Article source:Jennifer Miller - The Careers Network – Thousands of Executive Education Resources at Your Fingertips»

Guest Article: The Problem with HR Technology Integration by Ben

Technology is everywhere in the workplace today, but one of the biggest problems for many companies is integrating the various systems they have. If you have a favorite performance management system and want that to feed into your company’s learning management system so you aren’t duplicating entries and potentially messing up data, good luck. That’s a big reason why so many organizations go with suite providers (companies that offer multiple modules–performance, compensation, learning, talent acquisition, etc.) I had the thought recently just how absurd this would be in the real world, and that was the foundation for this post.

A human example of technology incompatibility

There are ten people sitting in a room working furiously. Nobody speaks to each other.

When a business problem arises, each person has a different solution, because each only has a piece of the overall story.

Oh, and each person has a different method/preference for interacting.

• Bob only accepts conversations in batches between 2:00 and 3:00am on weekends so as not to interrupt other activities.
• Anything you say to Mary will immediately overwrite what others have said to her on the same topic.
• Charles only speaks a rare language that requires a $150/hr interpreter to translate.
• 30% of what you tell Floyd is immediately forgotten and requires you to re-tell him again.
• When you ask Carrie to look something up it takes her half an hour and what she finds is completely irrelevant.
• Nobody ever interacts with Jamie and nobody is sure why he is there, but then again nobody has ever dared to ask.

There are consultants for hire whose sole job is to attempt to help each system to talk with one another. It takes forever and costs a lot of money, and even when it works you’re mostly disappointed.

————–

See how crazy this analogy is? We wouldn’t let this happen with people in the workplace, but with technology this is unfortunately an all-too-common story. We have all of these amazing technologies that help us to do things in more efficient ways than ever before, but the whole integration thing is holding us back.

I’d love to hear from some of you that have different technologies in the workplace that need to “talk” with each other. How were you able to solve the problem? Or do you just work around the issue instead of addressing it, because it is easier in the short term?

Article source:Ben - The Problem with HR Technology Integration»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: No Community - No Future by Jay Kuhns, SPHR

I’ve been pushing myself to learn lately. The new tools that are redefining how executives transform their brands, their teams, and their organizations are exploding all around us. I know that if I do not stay current I will fail. We no longer have the cop-out options of having too many projects, too many meetings, or not enough time to keep up.

When have effective leaders ever had “enough time?” For God’s sake, stop saying that.

Your Community

For most healthcare human resources leaders that I meet their definition of community is the team they work with at their current employer, plus the people they’ve worked with in the past. If you throw in a few people they’ve met at conferences over the years and add that all up you get…their teeny, tiny community.

That approach worked well while Gerald Ford was President, but means absolutely nothing in today’s world.

Let me ask a couple of questions:

- Do you need high quality talent on your team?

- Does your organization need high quality talent?

- Does your employer brand dominate your market both regionally and nationally?

- Are you completely satisfied with the morale in your organization?

- Do you have the ability to reach out to people you’ve never met in person…and get the support you need?

Leaders Take Action

Never before has it been so easy to start connecting. Never before has it been so easy to learn from people far beyond the comfort zone of our “industry.” Are we still so narrowly focused on how “special” our industries are that we are afraid to learn from another sector of the economy?

And God forbid we learn from someone younger than we are! 

How About You

The role your communities play in your professional life have never been more critical to your success. In my next post I'll focus on how to build, engage, and grow your communities across some of the tools I’m using personally and professionally.

Are you willing to lead differently; or, are you simply too busy preparing your next PowerPoint loaded with excuses as to why the talent shortages are not your fault?

I’d love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - No Community - No Future»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Why New Managers Must Excel at Setting Goals by Jennifer Miller

Goal-setting in the workplace is key to getting things done. Countless studies on human motivation and performance bear this out. Yet it’s a fact that’s often lost on first-time managers. And even if they understand the importance of setting goals for team members, new leaders miss the nuances of this important management skill.

I turned to two experts in the management development field—Ken and Scott Blanchard—to get their opinions on the importance of setting clear goals. Ken is the Chief Spiritual Officer of The Ken Blanchard Companies and author of over 60 business books, including the classic One Minute Manager. Scott is the Principal and Executive Vice President of Client Solutions for The Ken Blanchard Companies. Their company recently launched a program for first-time managers. Concepts from The One Minute Manager form the foundation of this new program. Here’s what they had to say about goal-setting.

Ken boils it right down to this:

All good performance starts with clear goals. If you want somebody to accomplish something, they better make sure that they know exactly what they are being asked to do.

And here’s Scott’s take:

There is so much research that talks about the criticality of effective goals. Goals should have two parts: what needs doing and why it matters.

Scott shares why the One Minute Manager’s “Secret #1”—goal-setting—is key:

What the One Minute Manager tells us is that you need to understand how to have a goal setting conversation. If you can’t do that as a manager, you are in trouble because clear agreements go to the foundation of success. Vague and implicit agreements that end with a lack of clarity—they always result in conflict and problems.

For those of you who’ve been around a while, you may know that the One Minute Manager was written in 1982. It was revised last year. Clearly, some things have changed over the years, but the concept of goal-setting is timeless.

Says Scott:

When the One Minute Manager was first written in the 1980’s, managers tended to direct the goal-setting. Now it’s much more of a conversation. Today’s workers want a dialog.

Ken agrees and adds:

In today’s workplace, people look at leadership as much more of a side-by-side relationship [with direct reports], rather than as a top-down business relationship.

When they move from an individual contributor into leading their former peers, new managers are often shocked. Goal-setting doesn’t always come naturally. In talking with newly promoted managers, Scott has found:

It’s like they [newly promoted managers] didn’t get the memo on what they were stepping into. They are saying, ‘I ask people to do stuff, and they don’t do it.’

If you are leader who leads new managers, don’t assume they “know the basics.” In fact, most people don’t learn this stuff in their non-managerial roles. According to this Blanchard infographic, nearly 50% of newly promoted supervisors receive no formal training. Don’t be part of that statistic. Even if your company doesn’t provide formal training on how to become a manager, you can still educate yourself. Here are three easy ways to learn how to set goals:

1. Read up on goal-setting. Set aside 30 minutes twice a week to learn about the mechanics of setting goals. Start here for some great ideas.
2. Ask leaders you admire in your company how they set goals.
3. Think back to your favorite work team leader: how did he or she help you set goals?

Goal-setting is an important life skill for leading yourself—and others. Take a page from the Blanchards and learn how to encourage the best possible results for your team.

 

 

Article source:Jennifer Miller - Why New Managers Must Excel at Setting Goals»

Guest Article: by Jennifer Miller

The March Frontline Festival is up at Karin Hurt’s Let’s Grow Leaders blog. As an homage to springtime, this month’s theme is “fresh insights on leadership.” As always the topics are wide-ranging, with 22 leadership writers weighing in on:

• False assumptions your boss makes about your career
• Your audience decides if your story is believable
• Leadership is not about you or your comfort
• Leaders share their most valuable piece of advice.

Read it all at The Frontline Festival March 2016: Fresh Insights for Leaders.

 

 

 

Article source:Jennifer Miller - »

The Importance of Feedback- both good and bad!

Feedback can create collaboration, a culture of connection and sustainable change.

Providing feedback is an essential element to progress and improvement for your business. It is important that your employees are aware of what they did well and what they can improve on if you want to produce work that is more refined, efficient and cost effective.

Did you know that a third of managers admitted to being uncomfortable about giving direct feedback to an employee if they believed the person would respond in a negative way? The same survey also identified one in five managers reporting that they had difficulty giving praise for a job well done and another 16% were likely to credit themselves, rather than others, for innovative ideas that came to fruition in the workplace.

Instead of relaying feedback via email or avoiding discussions regarding past and future work performance aim to communicate feedback to your employees because most people will value constructive criticism- even if it stings a little at the time!! A great example demonstrating the benefit of providing feedback is from a recent survey which found that of more than 1000 full time employees surveyed, 81% would rather join a company that values ‘open communication’ than one that offers free perks such as gym memberships, free food or  top health plans.

To be more effective at communicating the tough stuff or showing some appreciation, the following tips may be helpful!

1. CHOOSE YOUR WORDS WISELY

There is always a nicer way of framing something negative. Instead of focusing the whole discussion on the consequences of an employee’s mistakes, try to include specific examples of desired behaviour to illustrate the issues.

2. LISTEN

You may learn something! Or gain a different perspective of an issue from the employee. Listening conveys respect and gives space for managers and employees to understand the situation together.

3. DON’T MAKE IT PERSONAL

It is easy to take things personally in a direct feedback conversation so make feedback sessions with employees as constructive as possible. Try to focus on how behaviour or decisions made by the employee involved affected the business, rather than you personally. 

4. fOLLOW UP

Follow up on the employee after a feedback conversation to ensure they feel motivated to take on any suggestions and to ensure that any feelings of hurt or resentment are addressed in a timely manner. 

5. INSPIRE GREATNESS

Make sure employees understand that you have aspirations for who they can become and that you believe they are capable of accepting feedback and bettering themselves in the process.

Guest Article: Carnival of HR – Post-Primary Hangover Edition by Melissa Fairman

In an early preview of November’s presidential battle, excuse me, election, I voted yesterday in Ohio’s presidential primaries. Now, depending on last night’s outcome you might have a political hangover (it’s only March?) or are trying to figure what country you can immigrate to.  But hey, don’t worry about immigrating, if Trump gets elected President […]

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Article source:Melissa Fairman - Carnival of HR – Post-Primary Hangover Edition»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: World In A World by Jay Kuhns, SPHR

The modern workplace has two worlds that exist simultaneously. I know this because I've lived in both of them for many years. I didn't realize what was happening early on though.

Time to Talk

As a young HR Manager at my first hospital I tried hard to get along with my colleagues and team members. I wanted to be the one that wasn't afraid to jump into the fire, but did so in a way that I could maintain relationships with people even if we didn't agree on some issues.

That seemed like a natural approach to leadership, particularly after learning how not to lead in my first couple of jobs out of college.

When leaders and employees alike reached out to me "just to talk" I thought I was doing my job. So I listened...

...and I learned more than any textbook or leadership course could ever teach me.

Theories and "best practices" mean absolutely nothing when you're eye to eye with an employee who is struggling with an ineffective manager who is treating them poorly.

Many of those employees thought I helped them find their way. The reality is I learned more from them in my early years than they will ever know.

Time for Action

Now that I have many more years behind me, I now realize what was happening in those early days. Those discussion with employees, managers and executives continue to this day. The public world of meetings, protocol, and big powerpoint presentations pale in comparison to what is happening in the other world.

The other world is where real feelings...real issues...and candidly, the real decisions are made.

You know that, right? The real decisions are made outside the room.

How About You

Are you paying attention to the world in a world? It's paying attention to you, whether you know it or not. Make sure you lead in both worlds.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - World In A World»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Recognizing One of HR’s Best #TKday by Melissa Fairman

What does a great HR pro look like? Of course, they have a solid understanding of the knowledge we need in the HR profession: laws, regulations, recruiting, compensation, etc.; But there are many other intangibles: Tact Discretion Outgoing and friendly personality A role model for other professionals Tiffany Kuehl is all of the above and […]

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Article source:Melissa Fairman - Recognizing One of HR’s Best #TKday»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: More teachers and more deaths: 2020 employment projections by Ross Clennett

Each year in Australia, the Department of Employment produces employment projections by industry, occupation and region for the upcoming five years, the latest being the five years to November 2020. These projections are produced using detailed data from the ABS Labour Force Survey. In the 2016 update released last Friday, total employment is predicted to
Article source:Ross Clennett - More teachers and more deaths: 2020 employment projections »

Check out more of Ross Clennett's work at hisblog

Guest Article: Stay of Execution by Jay Kuhns, SPHR

"I know, I know...you're "crazy busy" at work."

"Oh, that's right...you have to finish up a couple of projects before you can get started."

"Of course, you need to have your team do that stuff, that's not something for real leaders."

"I remember now, this is a very conservative area...we don't use social media that much."

It's 2016, Right?
I recently had an opportunity to meet a group of human resources professionals who have not embraced contemporary tools for business. Candidly, I was a bit surprised. I know that not every leader is going to use social tools the way I do.

However, I find it incomprehensible that in today's incredibly tight market for talent...a market where every person you or I will ever hire again is using one or more social media platforms...HR leaders continue to tuck their heads into their turtle shells and ignore the world around them.

It is time for HR to stand up and be counted as cutting edge leaders across all industries. 

It is time for HR to show their executive colleagues that embracing social tools with a defined strategy will transform their organizations.

It is time for HR to demonstrate to our marketing colleagues what leader brand and employer brand are all about.

It is time my friends, for us to stop talking, and complaining, and throwing our hands up in the air.

It is time for action.

How About You
Do you fall into one of those groups that still takes pride in not being on a social network? How could you possibly consider yourself a leader when you choose to embarrass yourself and your organization by hiding behind your own insecurities and excuses?

We have been given one more chance...a stay of professional execution. What are you going to do with this rare opportunity? I will help you if you'll just reach out.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Stay of Execution»

Check out more of Jay Kuhns' work at No Excuses HR