Karen Daniel
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Author: Karen Daniel

If we learned one thing during the last three years of the pandemic, remote work and The Great Resignation, it is that old methods, no matter how tried and true, are not working to attract, hire and retain talent. Circumstances and expectations have changed. More importantly, Millennials and Gen Z employees make up the majority of the workforce around the globe, and both generations are motivated by less-than-traditional factors. So what do employers and their Human Resources departments do to find the quality of employees they need and keep them engaged? It is going to take a little work, some investment in change, and a willingness to meet talent where they are. Generational Demographics The chart below shows just how much generational demographics have changed over 15 years. While Millennials represent the largest group by far, you can also see the dramatic decrease in Baby Boomers and the steady supply of Generation X. While there is some disagreement about age ranges, most research defines the generations as follows Traditionalists – born in 1945 and before Baby Boomers – born between 1946 and 1964 Generation X – born between 1965 and 1976 Millennials - born between 1977 and 1995 Generation Z – born in 1996 and after Understanding Generational Differences Many...

As we wind down the year and look to 2023, I want to revisit one of the most powerful and under-utilized tools that organizations have at their disposal to create high-performing teams and deliver outstanding results. The annual performance management process has gotten a bad rap for several reasons that I discuss below. The greatest gift a leader can give their teammates is a concise set of clear objectives that are regularly discussed and updated. We are potentially looking at a challenging economic environment in 2023 which places even greater importance on the need for motivation and alignment. As an article by McKinsey & Company reminds us, “strong performance management rests on the simple principle that ‘what gets measured gets done.’” In an ideal system, a business creates a cascade of metrics and targets, from its top-level strategic objectives down to the daily activities of its frontline employees. Managers continually monitor those metrics and regularly engage with their teams to discuss progress in meeting the targets. Good performance is rewarded; underperformance triggers action to address the problem. So, what happens when you do not have a strong performance management process in place? Things go wrong quickly. Pitfalls and Shortcomings of a Weak Performance Management Process Poor...