As we move through 2010 at an alarmingly high speed rate, many organisations are experiencing just what many theorists, authors and experts predicted would happen this year. Key talent are moving.
In this newsletter we look at how coaching can help you retain your talent, and also how you can ensure your newly joined talent engages with your organisation.
This Issue Contains:
Onboarding and Career Engagement
A new employee is a valuable asset to your organisation and you have probably invested a lot of time, energy and dollars in getting them to their first day with you. So how do you make sure they stay engaged in the first 90 days, and create that critical positive relationship between staff member and manager/organisation?
The first few months in any new role is tricky. There are team and organisational norms and politics to learn, tasks to master and relationships to build. Plus all the ‘woo-ing’ and the excitement of the recruitment process is finished – and the staff member can be left wondering what they have got themselves in for. Creating a positive first 90 days is critical to validating that the decision to join your organisation was a good one.
We have some quick tips for you on how career development conversations in the first 90 days can help to achieve this:
- Understand key motivational drivers
For example if your staff member is energised by being the expert, you can create this by utilising key strengths as early as possible, building opportunities for success and achievement in one area before challenging them with new learning. An individual motivated by contribution, may wish to understand how their role impacts on organisational goals, supports their customers or drives community success. Knowing these motivational drivers, helps the manager to create engagement and excitement in their new staff member as early as possible.
- Reward your new staff member
in the way they want to be rewarded
The career values of your new starter give a clear picture of how to reward them. Values such as achievement, appreciation, status or fun give clues to how a manager can create opportunities to recognise their staff member in a meaningful way.
Having an early career conversation that is open, non judgemental and supportive, a manager creates an expectation of ongoing dialogue in this area. The more values, talents, motivators and preferences are discussed, the more comfortable staff will feel brainstorming ideas on how they can be even more engaged and excited about their work.
- Leveraging strengths to build confidence and competence
Find out about hidden talents early and leverage key skills as much as possible. This increases early productivity, but also contributes to a feeling of worth, fit and contribution
Even touching the surface of the above will show an early investment in your employees future – and a desire to create development, success and career satisfaction for that individual.
Talk to us about our online careerCENTRE and how your managers could access the tools and resources to start having these conversations with their new starters.
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Do you have a student in career crisis?
Many of our corporate clients ask us if we can help their son’s and daughter’s make great early career decisions. We know there’s enough out there to confuse teenagers on a daily basis without having them additionally stressed about their future career choice.
As such, we provide access to the Morrisby profiler, a proven and successful career guidance tool which Students – and their parents – are finding an incredibly useful tool, with 97% of 360 recent participants surveyed saying that the report had identified their personal strengths.
A follow-up of candidates who completed the report 10 years ago found that the Morrisby career predictions were on target for the study areas recommended for 87%, with the same degree of success for 86% of the candidate’s career paths. It’s comprehensive and effective and can take away the pain and cost of heading down the wrong career path.
Morrisby is the United Kingdom’s leading provider of vocational guidance tests to secondary schools and the adult sector. Career Analysts decided to introduce it to New Zealand after seeing it in action in Australia where it has been available since 2003.
The 20 page report identifies a person’s talents and abilities, learning styles and career interests.
It begins with a simple questionnaire – taking about 30 minutes – asking what exams the student is currently working towards and what types of work they would like to do.
This is followed by 12 paper and pencil exercises which measure potential, not what the student has already learnt. The assessment takes around three hours and results in much of the information needed to choose a career. (Interestingly, oversees studies have shown positive responses to the assessment, with 96% of teens enjoying or saying they didn’t mind taking the tests.)
The assessments are structured to reveal definite career options most suited and which the student is most likely to enjoy.
And the patterning of results is more important than their level when it comes to understanding abilities and direction of talents – for example, very good verbal ability is associated with both law and psychology, but with slightly different combinations of abilities for each occupation.
Results are then applied to The World of Work table which shows the types of work the student is interested and suited to. Every participant is given up to ten occupational suggestions to explore further which match their profile of abilities and interests, anything from trades through to the professions such as law, medicine or engineering.
We know that the Morrisby profiler offers an exciting option for students wondering which way to turn, and for adults whose current career just isn’t doing it for them.
Talk to Debbie Chin for more information or to book your student in for the next assessment.
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How can coaching benefit your organisation?
As we move through 2010 at an alarmingly high speed, many organisations are experiencing just what many theorists, authors and experts predicted would happen this year. Key talent are moving. Retention is becoming more difficult as many more opportunities arise in the job market.
However, some people are staying put and are very happy where they are. So what are the differences between those staying put and those heading for greener pastures? While we can’t answer that definitively here, what we can say is that one difference that those companies retaining their talent have, is the successful use of coaching in the workplace.
In recent years coaching in the workplace has been on the rise. There are many reasons for this:
- Coaching creates a forum where employees can discuss their development in a safe environment. It provides a place where recent lessons learnt and experiences gained are thought about, discussed and used to help the individual move forward, where judgement is put aside and mistakes are seen as opportunities to learn and grow.
- Coaching is solution-focused and action-oriented. Any issues and problems need to be understood but moving forward is an integral and vital part of the coaching model. Coaching is moving from awareness to making decisions to action!
- Coaching is empowering for the individual. The coach assists the individual to move through the coaching process and assists them with their situation but ultimately it is up to the individual to take action. These are skills the individual can take with them into the future, long after the coach is gone.
- When conducted by managers, coaching can open the lines of communication between staff and their superiors creating an environment of trust. Transparency between staff and managers is crucial for the success of an organisation and coaching facilitates this. If employees trust their superiors they are more likely to be happier in their work and they are more like to go to them with issues that arise, including those that may adversely affect the business.
Coaching helps build strong relationships within organisations but also provides a forum where the individuals are encouraged to take responsibility for their actions and their development whilst being provided with open and non-judgemental guidance to reach their goals.
Is your organisation utilising coaching to retain your key talent? If you would like to talk with us about the work we have done in this space, or how you can use career coaching effectively and correctly as a vehicle for the above, please don’t hesitate to contact us. We are always keen to share how we have assisted organisations to retain and engage their people.
To find out more about retaining your staff and creating an engaged workforce, please call Career Analysts on (09) 356-9758 or email email@example.com.
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Career Coach Certification Training
2 or 3 day course
Held at our Auckland Office
Sep 7, 8 AND Sep 28 (optional)
9.15am to 5pm
The Career Analysts Career Coach Training programme is a proven career coaching process that delivers enhanced career clarity, insight and awareness in coaches.
It is designed to ensure that career coaches have the practical skills and resources to deliver positive outcomes for their staff and others they support, assisting others to build their career & personal performance and create effective career management dialogues.
Please register your interest by emailing firstname.lastname@example.org or calling Career Analysts on 09 523 0000 to talk further with Lynley or Jo.
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Career Transition & Outplacement
We provide innovative solutions to support your people through business change.
With experience with big and small outplacement projects, you can feel confident in our high-impact, tailored solutions which assist individuals and groups successfully manage change and transition to new career opportunities.
Click here to find out more about our Career Transition and Outplacement programmes, or contact us on 0800 TALENT.
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Click here to visit the Career Analysts website or contact Jo Mills, General Manager today on 0800 TALENT.