Developing

Developing Your Future Leaders & Leadership Pipelines

2025-04-25T12:20:09-04:00

Learn how to identify and develop potential leaders, create effective training programs, and build a robust leadership pipeline for your organization’s success.

A company’s success depends not just on what you do, but on who leads those efforts.

Developing a strong pipeline of future leaders isn’t merely good HR — it’s essential for ensuring business continuity, driving company success, and creating a workplace where everyone has the opportunity to advance.

Leaders at great organizations help talent grow and develop. They know that employees perform best when the organization is invested in their future. They also know that it’s important to identify and nurture the next generation of leaders who will take the reins behind them.

What is a leadership pipeline?

A leadership pipeline is a structured approach to preparing employees for leadership roles.

For organizations, it ensures they maintain a strong leadership succession — incoming leaders are already familiar with the business, eliminating the time and costs of external recruitment.

For employees, a pipeline ensures they have a consistent experience with leaders across the organization, even as those leaders may change. It also demonstrates that the company has a vested interest in employees’ professional growth and development.

A successful leadership pipeline will include the following:

Succession planning: Determine how you will identify internal talent for potential leadership positions.
Career progression planning: Create a clear pathway for potential new leaders that sets out the skills, experiences, and competencies needed to advance into senior roles.
Leadership training: This could include workshops, seminars, and hands-on practice. Ensure it covers more than just business management — it should also teach soft skills like communication and team building that enhance leadership effectiveness.
Mentorship: Encourage emerging leaders to shadow and be coached by more experienced executives. Regular one-on-ones can help new leaders identify their strengths and weaknesses.
360-degree feedback: Gather regular feedback from supervisors, peers, direct reports, and even clients to help new leaders identify their blind spots.

How to identify potential future leaders in your organization

Looking for new leaders is much more than just seeking out your top performers. While performance is important, there are many other key leadership traits, such as adaptability, problem-solving, and initiative.

Similarly, your potential leaders might not be the most vocal employees. Consider their actions, such as humility and compassion — not just their words.

At Great Place To Work®, we’ve identified nine high-trust behaviors that take leaders from good to great:

Listening: Considering others’ points of view, asking questions, and being open to feedback
Speaking: Sharing information clearly, transparently, and regularly
Thanking: Showing sincere appreciation for good work and extra effort
Developing: Nurturing employees’ talents and interests
Caring: Taking the time to listen and understand employees’ personal experiences
Sharing: Distributing compensation, incentives, and opportunities fairly
Celebrating: Recognizing those who exemplify your company’s values
Inspiring: Explaining the purpose behind the work your team does, and why it matters
Hiring and welcoming: Greeting new employees warmly and setting them up to succeed from day one

Hotel chain Marriott International wants to ensure that every employee, regardless of role, feels empowered to be a leader. It has also redefined its concept of leadership into three characteristics: curiosity, courage, and connection.

Similarly, technology company Accenture looks at three key traits in its leaders: compassion, learning, and humility, with an overarching focus on building trust and connection in its workforce.

Recognizing leadership potential beyond job titles

Employees at all levels of the business can and should be considered as candidates for future leadership positions.

For example, middle managers serve as a connection point between the company’s overall vision and their direct reports’ daily work.

Frontline leaders whose teams interact with customers need to demonstrate many of the high-trust leadership behaviors, such as listening and caring — in both good and bad situations.

Maybe an entry-level employee takes initiative to troubleshoot an inefficient process, or a mid-level employee takes a struggling colleague under their wing, acting as a sponsor and helping them to feel safe, seen, and understood.

How to develop future leaders through training and mentorship

Provide structured leadership training programs

Great leaders aren’t born — they’re made. With the right tools and training, anyone can hone their leadership skills. The key is to offer employees that opportunity.

A structured leadership training program could consist of workshops, executive coaching, and leadership simulations. But most importantly, it should equip employees with both business and people skills.

Training should also be tailored to employees at different stages in their leadership journey — those just starting may need basics like speaking with confidence and giving feedback, while those ready for more responsibility might need strategic thinking and conflict resolution.

The role of mentorship and coaching in leadership development

Mentors are one of the most valuable tools for training new leaders, since they can say, “I remember when I faced that same problem,” and share what worked (and what didn’t).

But perhaps most importantly, mentorship programs create personal connections that keep talented people engaged. When employees see that someone cares about their growth, they're more likely to stay committed to the organization.

For example, at Camden Property Trust, newly hired employees are paired with mentors as part of their onboarding, demonstrating the company’s commitment to employee growth from their first day.

Mentorship programs that are designed to increase diverse representation in leadership have also had an impact on ensuring that everyone has an opportunity for growth. Cisco, No. 3 on the World’s Best Workplaces List, runs a program called “Jump” to help aspiring women leaders grow into new roles. Program participants are 1.4 times as likely as non-participants to get promoted, impacting Cisco’s stated goal of closing the gender gap across leadership roles.

Use feedback to accelerate leadership growth

The best feedback for growing leaders is specific and timely. Instead of vague comments like "you need to be more assertive," try something like, "In yesterday's meeting, when you backed up your proposal with clear data, the team really responded well."

Make feedback a regular habit, not just a once-a-year event during performance reviews. Quick check-ins create a culture where growth is part of everyday work.

Also, encourage new leaders to proactively seek feedback. Simple questions like, “What’s one thing I could have done better in that situation?” can open doors to insights they might never get otherwise.

Building a culture of continuous learning for leadership development

Great leaders have a growth mindset. They value curiosity and know the importance of staying ahead of changes rather than scrambling to catch up. They know that an innovative mentality is one of the key elements of company culture.

There are simple ways to nurture a mindset of continuous learning. Encourage questions and avoid quick answers. Set aside a small budget for books or courses. Create opportunities for people to share with their colleagues what they've learned.

“Be a lifetime learner,” said Diane Cafritz, executive vice president and chief innovation and people officer at CarMax. “The role that I have now, I had no functional expertise when I was put in that role … I had to learn all of it. And what I realized about myself was, I am at my best when I’m learning.”

Embrace inclusive leadership development

Leaders can be found anywhere. More than that, they should be found from anywhere and everywhere.

Great leaders don’t necessarily need a certain education or even a certain type of experience. Rather, employees at all levels of the business and from varied backgrounds can show leadership potential. Some important questions to ask about your leadership pipeline are, “Is our candidate pool of potential leaders representative of our employee population when it comes to background and diversity?” and, “Are there any perspectives that we’re missing in leadership that would drive our organization forward?”

Seeking out these emerging leaders can also lead to a stronger.

The key to a sustainable leadership pipeline

Developing future leaders is an investment in your long-term business success. Consider ways that you can actively build your own leadership pipeline through training, mentorship, and inclusive leadership practices.

You can also use Great Place To Work’s employee experience survey to identify and develop strong leaders. By measuring workplace culture, you gain visibility into which leaders motivate performance versus which create barriers. This insight allows you to develop leadership pipelines that don’t just fill positions, but truly transform your workplace.

The Link Between Employee Development and Performance Management: Creating a Culture of Growth

2025-03-14T18:11:25-04:00

Boost retention, productivity, and profitability by integrating employee development with performance management. Learn how structured growth strategies enhance engagement, leadership accountability, and business success.

In modern business, the connection between employee development and performance management is not just a matter of policy but of survival. Firms that invest in their employees’ growth enjoy higher retention rates and greater profitability. Research suggests that organizations with structured training programs generate 218% more income per employee than those without. Those that neglect development risk losing talent and competitiveness.

Why employee development and performance management matter

Impact on talent attraction and retention

Job-hopping is expensive. Replacing an employee can cost anywhere from 50% to 200% of their annual salary. Yet, when workers see a clear path for growth and receive meaningful feedback, they are more likely to stay put. A well-integrated system of development and performance management builds a cohesive, experienced workforce and saves companies a fortune in recruitment costs.

Boosting productivity and engagement

Lack of investment in skills is a quiet killer of corporate efficiency. According to McKinsey, skill gaps and inefficiencies could cost a median Fortune 500 company $163 million per year. The alternative is clear: Employees who feel valued and see opportunities for advancement are more engaged, more productive, and less likely to burn out.

Gaining a competitive advantage

In a market where skilled professionals have no shortage of options, a culture of growth is a magnet for top talent. 카지노 커뮤니티 추천 that invest in employee development do not just attract better people, they drive innovation and long-term success. The most sought-after professionals are not looking for static jobs; they are looking for careers that evolve.

Key components of effective employee development and performance management

Establishing clear performance metrics

Firms that articulate clear performance metrics are far more likely to hit revenue targets. This is not about rigid scorekeeping but about aligning employees’ efforts with business goals. SMART objectives and KPIs provide a structured framework that helps employees understand how their contributions matter.

Real-world example: Wellstar Health System

Wellstar Health System, one of Georgia’s largest healthcare networks, offers a compelling case study on leadership accountability. By using the Trust Index™ Survey, leaders received direct feedback on their impact, leading to higher retention rates, improved patient satisfaction scores, and stronger financial performance.

The 2023 survey results illustrate a stark contrast: Employees involved in action planning reported significantly higher credibility, respect, fairness, and pride (scoring in the 80s). Those excluded from the process fared less, with credibility (49%) and respect (50%) dipping. The message is clear — engagement in workplace improvements translates directly to better business outcomes.

Shifting from annual reviews to continuous feedback

Waiting for an annual review to discuss performance is like waiting for a post-mortem to diagnose a disease. Regular feedback is essential. According to Gallup, employees who receive weekly meaningful feedback are five times more likely to be engaged than those who do not.

Developing managers as coaches

Leaders must evolve from mere evaluators to active coaches. Constructive feedback should focus on specific behaviors and measurable outcomes, not vague personality critiques. Equipping managers with coaching skills ensures employees receive the right guidance at the right time.

Personalized development plans

Career growth should not be left to chance. Customized development plans align individual aspirations with corporate goals, offering employees a clear roadmap for advancement.

Expanding growth opportunities for all employees

Not all growth happens in boardrooms. Walmart’s “Associate to Driver” program offers frontline workers a pathway to higher-paying careers. American Express’ “Navigator” platform ensures structured career planning for all employees, not just corporate climbers. When development is made widely accessible, businesses reap the benefits of a more engaged and skilled workforce.

Real-world example: Plante Moran’s partner system

At Plante Moran, partners are held personally accountable for developing their team members. This early investment in career progression builds a culture where employees are nurtured from entry-level roles to leadership. The results speak for themselves: an engaged workforce less likely to seek opportunities elsewhere.

Why psychological safety matters

People do their best work when they feel safe to take risks — that’s the magic of psychological safety. A culture where employees fear failure is a culture where they avoid challenges. Leaders who model vulnerability, encourage experimentation, and reward effort foster an environment where employees thrive.

The role of leaders to support growth

Middle managers are often stuck in no-man’s land — accountable to executives while simultaneously expected to support their teams. Gartner reports that 75% of HR leaders say middle managers are overwhelmed. 카지노 커뮤니티 추천 that neglect them risk weakened communication, disengagement, and leadership bottlenecks. On the contrary, companies that develop middle managers can transform them into crucial linchpins of organizational success.

Real-world examples: Target and Allianz

Target’s leadership program ensures that every employee has a strong manager. The company’s store director development program provides peer learning for over 2,000 store directors. Similarly, Allianz prioritizes leadership behaviors such as inclusive communication and effective feedback delivery, recognizing that managers shape employee retention and performance.

Real-world example: Trek Bicycle

Trek Bicycle integrates leadership accountability into management objectives. CEO John Burke mandates that every key manager has a Great Place To Work®–related goal in their OKRs. The result? A 24% increase in positive manager communication scores, improved transparency, and a culture where leaders take ownership of engagement and retention.

Common pitfalls in development strategies

Measuring time spent instead of outcomes: Managers should evaluate results, not just hours logged
Unclear career ladders: Employees must see a tangible pathway for advancement
Lack of development time: If training is squeezed into the margins of a busy schedule, it will never be a priority

Implementing an integrated approach

A successful employee development strategy demands more than sporadic training sessions. Organizations that excel at it follow these principles:

Align individual and company goals: Employees should see how their growth contributes to corporate success.
Standardize performance reviews: A consistent process eliminates ambiguity and bias.
Allocate resources for skill development: Investment in training yields measurable returns.
Encourage open communication: A culture of feedback improves engagement and performance.

Want to build a high-growth culture? Start today

카지노 커뮤니티 추천 that fail to prioritize employee development will find themselves hemorrhaging talent and losing their competitive edge. A strategic, well-integrated approach ensures that both employees and businesses prosper together.

To learn how Great Place To Work can help you build a culture of growth, get in touch today.

5 Career Tips from Leaders at the Fortune 100 Best 카지노 커뮤니티 추천 to Work For

2025-02-24T07:00:04-05:00

What leaders from our community recommend as advice for building a rewarding career.

Looking back on your career and sharing lessons learned is a powerful way for leaders to pay it forward. It can inspire others and help them succeed.

Who better to ask than leaders from the 2024 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® who shared on the “Better” podcast the advice they’d give to their younger selves?

Leaders at these companies face higher expectations. They exhibit the nine high-trust leadership behaviors, for a start. They are expected to do their job and invest time in developing their colleagues. They know that how they do the work matters just as much as the work itself. And they drive impressive financial performance, helping their companies outperform the stock market by a factor of nearly four.

Their advice offers a roadmap to success in a high-trust workplace, with insights about the behaviors needed to get ahead while building trust and community along the way.

Here’s what they shared:

1. Don’t lose sight of relationships outside of work

Kelly Jones, chief people officer at Cisco, talked about the importance of relationships on the “Better” podcast.

“When you’re early in career, there’s this temptation to kind of be across everything,” she says. “When I look back at my early 20s … I worked a lot. I was really a kind of one-dimensional person. I don’t think I was that interesting outside of my job, although when you ask me what are the things that are most important to you in life, it’s my family, it’s my friends, it’s my husband. It’s the things that sometimes end up on the bottom of the list.”

Modeling a healthy work-life balance is an important way leaders build resilient teams and organizations.

Those habits can start early in your career, Jones said. “I would go back to my younger self and say, ‘These things that you care about the most, figure out how to prioritize these things in your life.’”

Hear from Kelly Jones and other Fortune 100 Best leaders at the For All Summit™ in Las Vegas, April 8-10!

2. Seek out a variety of experiences early in your career

Experience with a range of cultures and personalities builds essential skills.

Monique Herena, chief colleague experience officer at American Express, shared how early career experience traveling around the world was incredibly valuable in her journey to the C-suite.

“Seek out really different, diverse experiences early and embrace growth opportunities,” she shared on the “Better” podcast. “I think the more you expose yourself to different thinking, different cultures, different ways of doing things, the faster you grow as a leader and as a person.”

Some calculated risk-taking is exactly what young career professionals should do, she added. When you are uncomfortable, you are growing the most.

“Looking back at times when you had a little discomfort in the belly — not sure if you can land on your feet and deliver in the way you need to — those are the times where you’re really learning,” she said.

3. During high-pressure events, don’t hold on too tightly

Most leaders can point to both high and low moments throughout their careers. When facing tough times, it’s important to maintain perspective, according to Suzan McDaniel, chief human resources officer at Edward Jones.

“When things are intense, or there’s a lot of things that are going on, hold it lightly, don’t hold it tightly,” McDaniel shared as advice she once received from a colleague that she now repeats to herself as a regular mantra.

When facing a difficult moment, she reminds herself: “This too will pass, breathe, hold it lightly, don’t hold it tightly.”

4. Be a lifetime learner

A growth mindset is an invaluable asset for leaders. Staying open to new experiences and focusing on opportunities to learn new skills can lead to remarkable places.

“Be a lifetime learner,” recommended Diane Cafritz, executive vice president and chief innovation and people officer at CarMax. “The role that I have now, I had no functional expertise when I was put in that role … I had to learn all of it. And what I realized about myself was, I am at my best when I’m learning.”

Even better, Cafritz said: Keep learning and enjoy the lessons.

“Joy is such a huge piece of being engaged at work, engaged in life,” she said. “That would be my two pieces of advice: Have some fun and make sure you keep learning.”

5. Be yourself; everyone else is already taken

Authenticity is a superpower, shared Ty Breland, executive vice president and chief human resources officer at Marriott International.

“I had an opportunity early in my career to meet David Novak, who was at the time the CEO of YUM! Brands,” Breland said. “He made a statement that really stuck with me, and I think I have tried to live it every day, and it was: ‘Really be yourself.’”

For leaders, self-knowledge and confidence to show up as your authentic self can open doors and ensure that you give your best effort.

“If you feel something and you know it’s the right thing, really lean into it,” Breland said. “Bet on yourself, but be authentic to who you are … That doesn’t mean that you always have to get your way. It doesn’t mean you’re always right, but it does mean that you leave it all on the field.”

The Ultimate Guide to Performance Management: What It Is and How To Do It Right

2025-02-23T09:11:12-05:00

Think of performance management as a garden. Without regular care—watering, pruning, and guidance—growth stalls. But with the right attention, employees can flourish, contributing to a vibrant, thriving workplace.

Imagine taking a road trip without a GPS, maps, or even road signs. Sure, you might eventually reach your destination, but the journey would be inefficient, frustrating, and full of wrong turns.

This is exactly what happens when a workplace doesn’t have a clear performance management process.

Just as a GPS gives real-time updates, clear directions, and course corrections, performance management helps organizations and their people stay on track toward shared goals. Employees can grow and be more productive and, as a result, are more engaged.

When everyone is moving together with clear directions, it cultivates a more trusting and purpose-driven culture.

What is performance management, and why does it matter?

Performance management is a structured, continuous approach to helping employees understand where they’re going and how to get there. It includes three key components:

A clear destination (goals and expectations)
Regular checkpoints (feedback and coaching)
Tools to measure progress (evaluations and engagement surveys)

When these elements work together, they create a roadmap that keeps everyone moving in the right direction. For example, regular one-on-one meetings can serve as “recalculating” moments where managers can help employees adjust their course.

A well-organized performance management system can improve productivity and employee retention because employees know what’s expected of them. They understand their purpose and have the support they need to succeed.

The key dimensions of performance

Performance management is about more than employees getting everything on their to-do lists done.

While that’s certainly part of it, a performance management plan that only looks at the day-to-day and doesn’t consider the bigger picture — such as learning and development, personal goals, and growth opportunities — is unlikely to drive success.

Instead, performance management should take a holistic approach. Where do employees want to take their careers? What do they enjoy, and what do they struggle with? How do they view their role and purpose within the wider organization?

Consider these types of performance as you’re drafting your system:

Task performance: How well do employees fulfill their core responsibilities? (This is the daily to-do list.)
Development performance: How actively do employees pursue growth and learning? Are they acquiring new skills, seeking feedback, and making progress on career goals?
Collaborative performance: What contributions do employees make beyond their role? Do they exemplify teamwork? Do they step forward for new initiatives?
Adaptive performance: How well do employees respond to change and drive innovation?
Cultural performance: How well do employees embody and promote organizational values and behaviors?
Leadership performance: How effectively do employees influence and guide others? This could be by mentoring colleagues, leading projects, or serving as role models.

Most importantly, performance is more than just results (although those matter). A strong performance management system considers how behaviors impact results, not just a black-and-white bottom line.

How effective performance management drives workplace success

When workplaces get performance management right, the benefits ripple through every aspect of the business.

Improved employee engagement and trust

Employees are more engaged when they understand how their work matters. Regular conversations about goals and progress build trust between managers and workers, creating an environment where people feel valued and supported.

Increased efficiency and productivity

When expectations are well-defined, and employees receive regular guidance, they spend less time wondering if they’re on the right track — and more time doing their best work.

This clarity also helps teams work more efficiently since everyone understands their role in the bigger picture.

Enhanced retention and lower turnover rates

When employees see a clear path for growth and feel their contributions are recognized, they’re less likely to look for work elsewhere.

This reduced turnover not only saves on hiring costs but also helps preserve valuable institutional knowledge.

Better decision-making through actionable feedback

The feedback loop created by effective performance management leads to smarter decision-making at all levels.

Managers gain insights that help them allocate resources more effectively and spot potential issues before they become problems. Employees receive the information they need to adjust their approach and develop new skills.

Core principles of performance management

For your performance management process to be great, ensure it hits the following marks:

Clarity: Goals should be specific and measurable, connecting each person’s work to the company’s bigger picture.
Consistency: Have regular, structured ways to discuss progress and provide feedback.
Relevance: Ensure what you’re measuring is what actually matters. Every metric should have a clear “why” behind it.
Fairness: Performance standards should apply equally to everyone. Evaluations should be based on clear evidence, not personal bias.
Growth: Performance conversations should discuss development and improvement, not just evaluation.
Action: End with clear next steps. Every discussion should include “What’s next” and “How can we help you get there?”

Get more tips on how to master performance management.

How to implement a performance management strategy

Performance management is often seen only as a look-back system: How well did an employee perform, did they meet their targets, etc.

If results are successful, the employee is perhaps awarded a bonus or promotion. But if not, the employee is reprimanded, with little more than an order to do better next time.

But a better way to approach performance management is as a forward-thinking tool. What goals are you trying to achieve? Where do employees see their roles in six months? How can management and employees collaborate to make it happen?

This is where performance management serves as your GPS. You can’t get to where you want to be without knowing how to get there.

Here’s how to ensure your organization’s performance management is hitting all the stops along the way:

1. Set clear, measurable goals that align with business objectives

Clearly outline the expectations for each role in your organization. Identify the metrics that matter, whether that’s sales targets, customer satisfaction scores, or project completion rates.

Most importantly, show employees how their individual work connects to larger company goals — this creates meaning and purpose.

2. Develop a feedback culture

Encourage open communication between leaders and employees. Set up a clear pattern of communication that works for your team. Maybe that’s weekly check-ins to keep everyone aligned, or monthly discussions to work through challenges and celebrate wins.

3. Train your leaders

Teach managers how to have productive coaching conversations. Leadership effectiveness hinges on showing managers how to deliver feedback that actually drives improvement and how to set meaningful goals that stretch but don’t break their teams.

4. Integrate technology and tools

Create straightforward templates for feedback that guide discussion while leaving room for meaningful conversation. Use employee engagement surveys to track progress and gather data-based insights.

5. Focus on employee growth

There should be a clear connection between performance and opportunity. Show employees how improving their performance opens doors. Invest in training and development and career mapping.

6. Evaluate and iterate

Gather regular feedback from both managers and employees about their experience. Be ready to adjust and evolve your approach based on what you learn — no performance management system is perfect from day one.

Examples of performance management in action

There are some common themes among great workplaces when it comes to performance management.

For example, they offer transparency, clear expectations, and ongoing support. They share company goals and strategies openly with all employees, so everyone understands what needs to be achieved and how to achieve it.

Penn Mutual: Giving feedback in real-time

When financial services firm Penn Mutual realized its performance management cycle didn’t align with the company’s fast-paced business cycle, and that employees were unsure how their roles related to different areas of the business, the company knew a change was needed.

Teams shifted from annual reviews to continuous, real-time feedback that clearly connects business goals to the individual level. This made it easier for employees and leaders to assess what was working and identify any misalignments.

“The focus really needs to shift to empowerment, enablement, and people really bringing their best,” says Liz Heitner, chief human resources officer at Penn Mutual, in a conversation about performance management. “It’s not something that you can just say, ‘Oh, yay, we’ve arrived. Check the box. We’re done.’”

Wellstar: Creating clear career paths

All employees at Wellstar Health Systems have an active individual development plan, with tailored goals created in collaboration with their manager.

To help guide the process, Wellstar provides a library of goal examples, a three-step worksheet for setting goals, documentation to help leaders explain the goal-setting process, and goal-setting webinars.

This focus on personal goals helps Wellstar to maximize its internal talent pool, creating clear paths for employees to progress.

Texas Health Resources, Inc.: Prioritizing the why

At Texas Health, the why behind what they do is integrated into the performance management process — KPIs aren’t just arbitrary numbers to chase but a driving force.

Fraser Hay, president of Texas Health Plano, says: “We make sure we’re communicating, not just ‘Here’s the target on the wall. Go get it,’ but also why we have this target, why we’re very focused on it, why it’s important for us as a hospital and as a system, and why it would be important for us as consumers if we were coming to receive care here.”

The company also helps employees to understand their impact with things like a “Good to Great” wall — a status board showing a direct line between employee performance and the hospital’s KPIs. This visual helps employees see how their day-to-day work fits into the company’s performance and growth.

Box, Inc.: Focusing on values

Tech company Box puts its values front and center when it comes to performance management — not just evaluating employees on the “what” (results achieved), but also the “how” (whether employees are exemplifying company values).

As part of this, the company has designed training for managers and employees to hold a “Career Framework” conversation. In this conversation, both parties get to align on role expectations, set work for the year, and identify and discuss development opportunities.

At the end of each quarter, employees and managers discuss wins and learnings from the past quarter and begin preparing for the next quarter, again reinforcing the “what” (goals and targets) and the “how” (values).

Navy Federal Credit Union: Guiding two-way feedback

A good performance management process goes two ways. Not only should employees be assessed on their performance, but management should also be held to high standards.

Navy Federal Credit Union has a clear leadership model that defines expectations and behaviors for what great leadership looks like. The model is divided into three categories:

Do: Lead in the employee’s best interest with integrity by safeguarding trust, anticipating with empathy, and being proactive.
Learn: Elevate service through collaboration, curiosity, confident humility, and leveraging technical expertise.
Grow: Develop service-oriented employees by championing inclusion, coaching, challenging, and showing them care.

When it comes to employee performance reviews, the company has set out a “Do Well, Do Better, Do Next” framework to ensure it’s a two-way conversation between leaders and employees, that addresses where the employee is at, where they want to go, and how leadership can support them in getting there.

Challenges in performance management and how to overcome them

If you’ve ever had an unsupportive performance review, you know how scary the process can seem. It’s one of the main reasons workplaces may be resistant to a feedback loop — managers may feel uncomfortable giving it, and employees may struggle to receive it.

This could stem from past negative experiences or a workplace culture that hasn't valued open dialogue. The solution: Present feedback as a tool for growth rather than criticism. Train managers to have coaching conversations that focus on future improvement rather than past mistakes.

You may also run into challenges if goals aren’t aligned across teams and departments. Instead, create clear frameworks that guide how goals are set and measured throughout the whole organization.

Or sometimes, performance management efforts fall flat because they don’t connect to company values and culture. For instance, if your organization values innovation but your performance metrics only measure short-term results, you’re sending mixed messages.

The key to overcoming all these challenges is trust and transparency. Use employee surveys or focus groups to learn where your current system is falling short. Share these insights openly and involve your team in developing solutions.

Leadership’s role in driving performance management

Leaders set the tone for how performance management is perceived and practiced throughout the organization. Their daily actions determine whether it becomes a valuable tool for growth or just another box to check.

Here are some ways that great leaders help employees and create a strong performance culture:

They demonstrate vulnerability by openly sharing their own development goals and asking for feedback on their leadership style.
They make time for meaningful conversations about performance, going beyond surface-level praise or criticism to explore root causes and solutions.
They create psychological safety by responding to mistakes with curiosity rather than judgment.
They celebrate progress and small wins — not just results.
They remove obstacles by asking, “What do you need to succeed?” and then following through with support and resources.

Measuring the impact of performance management

Here’s how to track whether your performance management efforts are making a difference:

Track the employee experience with an employee engagement survey tool. Look for improved scores around clarity of expectations, quality of feedback, and career development opportunities.
Monitor productivity metrics such as sales figures, customer satisfaction scores, and project completion rates. Effective performance management should drive these numbers up.
Watch for turnover, particularly among high performers. People stay longer when they see opportunities for growth and feel valued.

This information can give you insights that your organization can then use to refine your process. It can also help leaders to become more accountable for their team culture.

For example, Wellstar used the Great Place To Work® Trust Index™ Survey to help leaders make informed, data-driven decisions about how to best support their teams.

Each month, the company studied one of the five focus areas from the Trust Index and considered real-world examples of how to apply this new knowledge within the departments’ and leaders’ day-to-day work.

As a result, 73% of Wellstar’s leaders either increased or maintained high trust scores, with an average increase of 21 points.

Creating a high-performance workplace through effective management

When organizations get performance management right — with clear goals, regular feedback, and genuine support for employee growth — they create workplaces where people want to stay and do their best work.

Want to measure the impact of your performance management efforts? Great Place To Work’s employee survey solution provides data-driven insights about your company culture, measuring factors like trust, pride, and leadership effectiveness — so you can create a workplace where everyone can thrive.

Get your employee engagement software

5 Ways to Make Mentorship Programs Successful in 2025

2025-02-19T07:01:40-05:00

Programs most likely to succeed this year will have open membership and focus on breaking down silos within the organization.

Mentorship programs can be powerful instruments for developing career paths for employees and producing the future leaders your organization needs to succeed.

Research shows that employees with mentors have higher levels of job satisfaction and overall engagement. They also have higher levels of well-being and are more likely to want to stay with their company.

Great workplaces use mentorship programs to ensure fairness and opportunity for all employees.

Here’s a look at some of the practices making a difference at companies that made the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List in 2024:

1. Ensure anyone, regardless of role, can be a mentor or mentee

Great workplaces don’t put limits on the experience of any employee.

Marriott International shows us that the most important mentors in your organization might not come from traditional leadership roles.

Maggie Klein, content manager for Marriott’s global leadership team, shared how a team member from housekeeping taught her the importance of prioritizing and organizing tasks, a lesson that has followed her through her career.

“카지노 커뮤니티 랭킹 inclination sometimes is to put a perfect leader in a box,” she shared at the For All Summit™ in 2024. “They all have the same background. They come from consulting. They come from a college.”

By opening up opportunities for anyone to be a mentor or a mentee, the experience of all employees is enriched.

Learn more about the strategies creating the Fortune 100 Best 카지노 커뮤니티 추천 to Work For at the For All Summit in Las Vegas April 8-10.

2. Set a specific time limit for mentorship activities

One way to make mentorship programs more accessible to a wider range of your workforce is to put a specific time limit on the program. Clear expectations for mentors and for mentees are essential to ensure the program is effective and efficient.

At Nationwide, mentors and mentees connect for three one-on-one conversations to be held within a 90-day period on a topic that is of interest to both participants. Rather than launching cohorts, the program is ongoing with new mentors and mentees able to sign up at any time. Since its launch in July 2022, nearly 5,700 associates have participated.

3. Tap your mentor network during the onboarding process

If you’re investing resources in developing mentorship skills, take advantage of your best mentors during the onboarding process.

At Camden Property Trust, 141 employees have passed an application and selection process to become mentors and receive a two-day training course to improve their mentorship skills.

Top-rated mentors are responsible for teaching newly promoted and newly hired employees about Camden’s values and culture. To help build cross-team networks, Camden pairs people with mentors from other departments, allowing mentees to learn how others in the organization operate.

4. Support mentors with AI-powered tools and resources

Technology is increasingly playing a role in connecting mentors and mentees at scale.

AI-powered tools like MentorcliQ are used by Hilton to pair team members with an appropriate mentor in the organization. At Salesforce, an app called MentorFinder uses AI to match mentors and mentees based on skills and interests. The results of technology-enabled networking are clear: Of the over 2,500 employees to use MentorFinder at Salesforce, 95% of mentors and 100% of mentees felt mentoring was a good use of their time.

5. Partner with employee resource groups to extract the maximum benefit

In great companies, employee resource groups (ERGs) can partner with the HR function to drive talent development. For companies with resource groups around shared interests or business units, there is a natural synergy between ERG programming and a mentorship circle.

At NVIDIA, the learning and development team launched the companywide “Stride Mentoring Program,” which provides participants with five months of personalized mentorship. The program intentionally pairs employees with resource group affiliations where possible and within business units to best meet the specific career needs of mentees.

To encourage peer-to-peer learning, NVIDIA is also piloting mentorship circles, which allow group mentorship with one mentor and between five and seven mentees.

Employee Training and Development: The Benefits of Upskilling or Reskilling Your Team

2025-02-14T18:32:52-05:00

Employee training and development isn’t just about teaching employees to do their jobs. It’s about showing employees they are valued and that upward movement in the organization is possible. When employees don’t see opportunity, they don’t bring their best selves to work.

“Give a person a fish and you feed them for a day; teach a person to fish and you feed them for a lifetime.”

It’s a proverb we all know — so common it’s become cliché. But clichés come from truth. Amid the busyness of running a business, it’s easy to forget the importance of training and development in creating a thriving workplace.

How often have you said, “I’ll do it myself” because teaching someone else seemed too time-consuming? But how often are you also frustrated the next time that same task comes around, and you still have to do it yourself?

Of course, employee training isn’t just about delegating or making things easier for management. A solid and unique training and development program can give employees a sense of ownership in their role and a future vision with the organization.

And when companies don’t invest in learning and development and create paths for growth (beyond pay bumps), employees will start looking for jobs elsewhere.

In fact, in a 2021 Pew Research Study, 63% of respondents said having no opportunities for advancement is what pushed them out the door. Lack of growth opportunities was the top reason for leaving — above pay, benefits, and workplace flexibility.

A recent Great Place to Work® LinkedIn poll also shed light on the critical importance of training and developing employees for retention. According to the poll, 43% of people called out a lack of growth opportunities as the top reason they quit their last job.

63% of employees cite no opportunities for advancement as the top reason they quit.

“Employees view it as a way of support,” says Julian Lute, senior manager and strategic advisor at Great Place To Work. “You’re assisting them in doing their jobs. But if you go one level deeper, you’re also supporting this very human need for growth. When people don’t see themselves growing, you don’t get the best out of them.”

What is an employee training and development program?

An employee training and development program is a series of educational activities designed to improve employees’ knowledge and skills.

The most obvious type of employee training is technical training — teaching them their job duties, the company’s processes and systems, and the organization’s overarching mission and mandate. But training can also cover soft skills such as people management or upskilling beyond an employee’s current role to prepare them for a promotion.

Training and development opportunities can take many different forms, such as group workshops, one-on-one sessions, formal education (such as college or university), job shadowing, mentorship, seminars, or job sharing.

The key benefits of employee training and development

Employee training and development programs aren’t just a “nice-to-have” — they are a strategic necessity. And the benefits go two ways: The employee feels more valued and better skilled, and the employer sees increased productivity and innovation.

The benefits of training and development for employees

A good training program not only enables employees to learn and practice skills to support them in their current role — it also gives them a stepping stone into new opportunities.

The best results come when training aligns personal growth with professional goals. Where do your employees want to be in a few years? What skills do they want to learn? What areas of the business interest them the most?

Making that connection is when the magic happens:

Improved job performance — Employees become more effective and efficient at their tasks, leading to better business results
Increased job satisfaction — Employees feel valued and supported, boosting morale
Opportunities for advancement — Employees are prepared for new responsibilities and internal promotions, creating a clear career path

The benefits of training and development for organizations

Employees aren’t the only ones who benefit from training programs. By offering development opportunities, companies can build a workforce that is more efficient, more motivated, and better equipped to bring forward new ideas.

Organizations that prioritize learning see tangible benefits, such as:

Increased innovation and adaptability — Teams stay competitive by learning new technologies and methodologies
Higher retention — Employees are less likely to leave when they see growth opportunities
Reduced hiring costs — Developing internal talent is more cost-effective than external recruitment
Strengthened employer branding — 카지노 커뮤니티 추천 that show they have robust training programs attract top talent

On the other hand, not offering employee training and development can have a serious impact on your bottom line. Research by McKinsey & Company found that lack of skills and inefficiency could cost a median-size S&P 500 company roughly $163 million per year.

The 4 approaches to employee development

While the types of employee training and development programs can be as varied as your employees themselves, all training plans will typically fall into one of four categories:

Formal education — The formal training and practical requirements for a given role, such as a specific degree, licence, or certification
Assessment — The employee performance reviews, one-on-ones, and any other efforts used to measure strengths and weaknesses and find ways for employees to improve
Job experience — The day-to-day, hands-on learning employees do as they master their roles, take on new challenges, and grow within the organization
Interpersonal relationships — The coaching, mentorships, and any soft skills or interpersonal training employees may complete, such as customer service training, resilience training, mental health education, or conflict resolution training

Why it’s important to train and develop your employees

Employee training and development is important for ensuring that staff are prepared for their role; that they feel supported, valued, and capable; and that they have upward movement. Training and development can have a direct impact on employee engagement and retention and should be an integral part of your talent management strategy.

Engaged employees want to grow, and they want to be challenged. They aren’t looking to simply work at a job; they are looking to further their careers.

Learning and development are at the core of Panda Restaurant Group’s employer value proposition (EVP). On Panda’s careers website, learning and development is front and center.

Founders Andrew and Peggy Cherng are deeply committed to being the world leader in people development, providing growth opportunities for associates professionally and personally at every level.

Panda’s commitment to opportunities for advancement is strongly linked to their employees’ intent to stay. When asked what makes the company a great place to work, employees at Panda frequently mentioned the words “growth,” “grow,” and “development.”

“Compared to other companies I have worked with, Panda truly exemplifies what it means to care about people. I feel like my team always has my growth and development in mind and challenges me to be better. They offer so many resources to develop myself personally and professionally. I really feel like part of the Panda family and look forward to staying for many more years. It really is a great place to work.”

— Employee at Panda Restaurant Group

Employee training and development is both present- and future-focused. Employee learning programs support your people in meeting the challenges of the business today and create a pipeline of leaders to meet the societal and technological challenges of tomorrow.

Julian says employee training also ensures people feel valued and that their employer sees them playing a role in the long term. This feeds into the overall company culture. In fact, in our survey of employees at the 2023 Fortune 100 Best 카지노 커뮤니티 추천 to Work For®, 87% said they often or always feel like they are offered training and resources to develop professionally.

“This is the way that people feel valued in the business,” Julian explains. “If you’re training me, you’re telling me that you want me to be prepared for the future of the organization.”

The difference between training and development

While employee training and development are commonly lumped together, and both serve a critical role in the employee experience, there is an important distinction between the two.

Training is job-specific. It is ensuring an employee has the correct tools and learns the correct skills to complete their tasks. It is immediate and measured in short-term results.
Development is about employee growth. It is long-term and more behavioral-focused.

“Development is much more of a conversation than training,” says Julian. “Where do you want to grow? How do we need you to grow? It requires a bit more vulnerability. Training assumes you have a skill gap or knowledge gap, whereas with development, you must be willing to lean into it to fully realize the benefits.”

For example, Mastercard has a company philosophy of “Owning Your Career” with ongoing conversations between employees and their managers about career development opportunities. Objectives are set, goals are agreed upon, and there are dedicated discussions about career growth and progression.

Similarly, American Express has a career and development plan template for employees to map out their career journey, thinking through where they’ve been, how they want to grow, and what sort of support they might need along the way.

Both employers demonstrate how employee development is a two-way conversation, not a one-way, top-down instruction. This kind of approach to employee development can have a huge impact on employee engagement, especially among younger demographics.

Development is a two-way conversation, not a one-way, top-down instruction.

At Panda Restaurant Group, for example, retention among millennial employees is particularly high, thanks in part to its mentorship approach and its “University of Panda” program, which helps employees earn certifications and continue their career growth outside of the workplace.

Job seekers go where they can grow

Given the basic human desire for growth that Julian mentioned, companies that are seeking top talent would be wise to promote their training and development efforts. Featuring opportunities for growth and development as major benefits in its EVP demonstrates an employer’s commitment.

Use your career site to highlight your company’s opportunities for professional growth and development — whether it be challenging work assignments, a strong investment in training and development programs, frequent opportunities to work closely with senior leaders, or a commitment to promoting from within.

“Even if you don’t know where people want to be in their life or what’s important to them, I guarantee you there is something at the end of the rainbow for them,” says Julian. “And training and development is the way that people feel valued.”

Tech company Bitwise Inc., for example, is attracting a wider pool of candidates by removing degree requirements from the recruitment process. Instead, the company offers training to promising new talent who wants to break into the industry but might otherwise be overlooked.

Delta Air Lines is proactive about attracting aspiring pilots through its “Propel Pilot Career Path Program.” Students complete certified flight instructor training and can then work up to becoming a first officer at a Delta Connection carrier. As of 2025, 171 participants now fly for Delta, with 870 aspiring pilots currently enrolled.

Developing by building an internal talent marketplace

Some organizations are helping employees advance with an internal talent marketplace. An internal talent marketplace is a platform or system within an organization that facilitates identifying, developing, and retaining top talent by providing employees with opportunities for growth and career advancement.

This marketplace enables employees to explore different roles, projects, or positions within the company, promoting internal mobility, skill development, and cross-functional collaboration.

For example, energy management company Schneider Electric has developed its own “Open Talent Market,” used by Schneider employees to plan their careers, seek out new opportunities within the organization, and develop their skills.

By creating an internal talent marketplace, organizations can better retain talent, improve employee satisfaction, and enhance their overall agility while reducing the need for external hiring.

Examples of unique employee training and development programs

Employee training and development programs at the Best Workplaces™ go beyond the day-to-day of employees’ jobs — they feature everything from professional development courses for future promotions, to emotional intelligence training, to wellness workshops.

For example, the benefits team at Panda offers a monthly series of educational webinars covering topics such as healthy habits, nutrition, sleep, finance, and self-care. They also work directly with regional and department leaders to curate programs specific to their teams and provide free wellness coaches to teams in need.

At The Cheesecake Factory, managers are trained in de-escalating emotionally charged situations and given tools for understanding how to connect with others and find commonality amid diversity. The organization also provides resources to support employee mental health, addressing the importance of training and development for both personal and professional well-being.

Similarly, industrial services distributor Grainger has a mandatory e-learning course on unconscious bias. The one-hour course outlines what unconscious bias is, explores how it may emerge in day-to-day work, and offers effective behaviors for managing it.

The Best Workplaces also offer training programs that are ongoing, beginning on an employee’s first day and carrying through their entire life cycle with the company. They know that training applies to all levels of staff, from frontline workers to the C-suite, with a focus on forward momentum for all.

At HubSpot, for example, learning and development starts on day one, with a robust orientation and onboarding experience. No matter the role, team, or level, all new hires undergo one week of new employee training together to learn about HubSpot’s culture, missions, values, and operating model. The company also offers a global mentorship program to help employees of every tenure reach their full potential.

Consulting firm Plante Moran has another unique approach to staff development, with partners directly accountable for guiding and mentoring their team members. The aim is personalized coaching that ensures each staff member’s career development is tailored to their individual needs. It also creates a legacy of leaders training the next generation of leaders.

Some workplaces offer special events focused on training and development, such as Intuit Inc.’s “Career Growth Sprint.” This biannual virtual event features keynotes and workshops covering topics such as goal setting, time management, and communication.

Grocer and manufacturer Publix hosts career fairs for its associates to learn what opportunities are available at the company. Employees also have access to tuition reimbursement and funding for GED testing, and pharmacy associates are eligible for financial support to attend pharmacy school. The company also offers specialist training programs for drivers and technicians.

5 steps to building a successful training plan

For an employee training and development plan to be successful, you need to ensure it’s focused on the right things, suitable to the audience, and measurable. And you need to be willing to revise as needed, based on both results and stakeholder feedback.

Here are five steps to ensure you roll out an employee training and development plan efficiently and successfully.

1. Assess what’s needed

Before any plan takes shape, assess what is needed — both by the organization and by the employee. This applies to both company-wide training and personal development plans. Which areas should you focus on? What is the organizational strategy and how does this fit into an employee’s own role and personal goals?

“You really have to incorporate it into the workflow,” says Julian. “Ascertain what people need and directly deliver to that.”

For example, your company could be rolling out a new software program that’s going to change how your sales team tracks leads. It will be a critical change for the business and the initial plan may be to train only those who will use the new program day-to-day. What about the employees whose personal goal is to join the sales team? Learning such a program could help them make that move.

“Get feedback using employee surveys,” says Julian. “People will tell you what they need help with or training on. Sometimes leaders think that because we got this new thing, or because some consultant tells you, ‘You need this, it’ll make you more efficient.’ Start with what you know employees need and what they’re telling you they need.”

2. Set clear objectives

What do the organization and the employee each hope to gain? It could be something job-specific like learning a new program or process, or something more behavioral-based like emotional intelligence training. Determine what you hope to achieve and how you’ll measure success.

It’s also important that employees understand the objectives just as well as management does, and why a particular training or development plan is important. This is especially the case when it’s long-term, behavioral-based programs like leadership training.

“Employee training is most effective when leaders are demonstrative,” says Julian. “When communicating new learning programs, talk about it through the lens of company values. For example, ‘We’re doing this in service of our customers and that’s one of our values.’ … Be very clear about what this is supposed to change. Help people understand the impact and why you’re training people.”

3. Design and develop

Once needs and objectives are set, it’s time to create a program or plan that considers the following:

What content or materials are needed?
How will the training be delivered?
Who will lead the training?
How often will training sessions take place?
Where will the training happen?
For group trainings, what size will the groups be?
What are the participants’ learning styles?

Julian recommends that participants be given the chance to talk through the training, to understand what fits and wrestle with problems, rather than running passive sessions where the trainer talks and participants sit and listen.

He also notes that bite-sized lessons and trickling the training down from large groups to small groups to the individual level, like a waterfall, tends to work best.

Trickling the training down from large groups to small groups to the individual level, like a waterfall, tends to work best.

“I would not expect to put people in a room for 90 minutes at one time and expect they get all the information they need,” he says. “A big group is a way to get people on the same page. Then move people into smaller groups so that they can really engage with the learning content. A group of eight or fewer is ideal for getting more granular. And then find ways for people to individually test their knowledge.”

4. Implement

Once the training plan is developed, it’s time to roll it out — strategically. A pilot program with a small group of employees can help you refine a plan and ensure it’s hitting all the right notes, both for the organization’s objectives and employees’ expectations.

“Don’t try to boil the ocean,” warns Julian. “Figure out who the test people are and pilot this with a small group of people. Take feedback. Make sure it’s really aligned with the business needs.”

Only after you’ve piloted the program and adjusted as needed is it ready to roll out to the wider organization.

5. Evaluate and revise

Finally, don’t file the training plan away once it’s completed. Solicit feedback from both employees and managers using employee surveys to identify both successes and weaknesses. Use the measurements you set early on to check whether the training achieved its objectives.

Providing employee training and development opportunities can enhance job satisfaction, boost productivity, and improve employee retention. Equipping employees with new skills and knowledge increases their potential for advancement within the company. It’s a win-win situation for everyone involved.

How the 100 Best 카지노 커뮤니티 추천 Are Training Their Workforce for AI

2025-01-31T07:01:29-05:00

Here’s how to ensure all employees have an opportunity to learn the latest technology and help co-create your AI future.

Are your workers ready for the generative AI revolution?

Data from LinkedIn shows that four in five U.S. employees want more training on artificial intelligence tools, but only 38% of U.S. executives are currently helping employees become more AI-literate. And, more CEOs report investing in the technology (57%) than developing their workforce’s skills and capabilities (43%).

That’s a mistake, according to companies on the 2024 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List.

“As the No. 1 World’s Best Workplace, it’s important to introduce and embrace new technology that offers significant benefits to how we work,” says Michael Leidinger, chief information officer at Hilton.

As the technology promises to remake workflows, companies that remain committed to their people are poised to have the most success.

“I’m focused on the future, and without question, the future of work is fueled by generative AI,” says Michael C. Bush, CEO at Great Place To Work®. “Purpose-driven companies will ensure that AI is used to solve the complex problems that come from assuring all stakeholders thrive in this new machine-architected capitalism.”

All employees should innovate

Great Place To Work research has found that companies where more employees participate in innovation more quickly adapt to changing market conditions. For companies where higher numbers of employees report innovation and inclusion, median year-over-year revenue growth is more than five times higher than companies in the bottom quartile for connecting employees to innovation.

When it comes to AI, that means ensuring that all employees who want to participate have an opportunity to explore and learn.

“If AI is being explored only in your technology organization, the effort will fail,” Sathish Muthukrishnan, chief information, data, and digital officer at Ally Financial, told employees. “Because AI is a game-changing technology, the entire enterprise should understand it and be involved in the journey.”

Here’s how companies on this year’s 100 Best list are enlisting employees to help co-create an AI future:

1. Build cross-functional teams to explore AI opportunities

At Trek Bicycle, the exploration of AI started with its “Advanced Technologies” team, but it launched a company-wide investigation to determine how AI could improve workflows and processes.

The team was convinced that everyone, no matter their position, deserved an equitable opportunity to harness the benefits of AI to make their jobs and lives more enjoyable. The Advanced Technologies team spent several months interviewing every department about how AI might improve their work environment, and employees at all levels of the business were asked to contribute feedback.

From these interviews, the team presented Trek’s senior managers with a list of nearly 40 concrete use-cases for AI. Each project prioritizes current Trek employees’ well-being and is being developed with input from each department.

카지노 커뮤니티 추천 like Crowe have created a space for employees to share their concerns or questions around AI.

“For many people, we realize that the proliferation of AI in the workplace can be scary, raising questions about the pace of learning, tooling applications, and skills expectations,” says Loretta Cambron, Crowe’s technology relations and advocacy leader. “We offer a robust and evolving AI upskilling program, which supports the way adults learn.”

Employees start with a course outlining the basics of generative AI, including learning about ethics and risks. They’re then invited to join Crowe’s “AI Guild,” where they can learn together in real time.

Crowe offers more than 10 guilds — groups that address various strategic business and technology capabilities. “These communities are spaces for casual collaboration, networking, and experiential exposure across business units, for any employee regardless of role or prior experience,” she says.

Rocket 카지노 커뮤니티 추천 ensures that any employee can submit an idea for how AI can improve its products and services. With the company’s forum “ChatRKT” — a bit of wordplay based on its stock symbol — any team member can submit project ideas that could use generative AI. Team members can also see what AI ideas are already being developed or are available currently. 

2. Focus on building trust with employees

Research shows that a global trust crisis threatens to keep companies from taking advantage of technology like AI.

“Trust tells workers their employer will use AI in a way that will make their workplace experience better and more equitable,” says Bush. “Consumers will look to see where people work to decide if they can trust their favorite brands. You can trust how a company uses AI if you know their employees trust them.”

At the 100 Best, 83% of employees say people quickly adapt to change at their organization, compared to just 61% at typical U.S. workplaces. How are 100 Best companies building this high level of trust?

Adobe is committed to developing generative AI responsibly, with creators at the center. Across Adobe’s businesses, generative AI tools seek to enhance, not replace, human imagination and artistry, giving creators every advantage to realize their potential. An AI ethics committee and review board oversees the company’s AI exploration, with members of the board representing a diverse set of life experiences and professional backgrounds.

Adobe says its employees are “customer zero” and therefore play a crucial role in beta testing and providing feedback on new technology, such as Adobe’s new generative AI application Firefly, and it’s Firefly-powered features in products like Photoshop and Illustrator. Since its first Firefly beta in March 2023, Adobe has seen a surge of employee engagement in product beta testing, with thousands of employees participating in 30+ betas over the last year.

Adobe also created “AI@Adobe,” a cross-functional working group to promote, govern, and support employee efforts to implement generative AI into workflows, educate on the complex issues around generative AI, and help teams learn from each other.

By co-creating with employees, Adobe is on the cutting edge of generative AI advances to revolutionize a new era of workplace productivity, ideation, automation, and connectivity.

3. Build dedicated AI learning modules

For companies with learning and development programs, AI has quickly become a focus.

KPMG is investing in AI training for employees with its GenAI 101 program, enhancing workforce capabilities in AI applications. Learners who take the program are introduced to key AI terminology and learn about how AI can be implemented in the workplace, the risks and ethics around AI use, the mechanics of effective AI prompts, and more. Employees are also required to take a “Trusted AI” training program.

At Ally Financial, quarterly “AI Days” offer an opportunity for employees to hear from expert speakers and observe live demos of AI tools and their capabilities. More broadly, an AI Community offers an opportunity for teammates looking to expand their careers, build skills and their confidence using the tools. Learning from peers is encouraged with monthly gatherings for interested employees to participate in office hours with data science experts within the company.

To engage employees to learn, PwC makes AI training for employees engaging through 'PowerUp,' a gamified curriculum that boosts AI literacy across the workforce. With a live trivia game called “PowerUp,” employees can participate in quizzes on firm strategy and other content from PwC’s AI curriculum, earning prizes and creating a reason for employees to come together and connect. Since its launch, PowerUp has more than 9,000 participants in each monthly game across the U.S. and Mexico.

Getting employees ready for AI doesn’t mean you should only focus on the specifics of the technology. 카지노 커뮤니티 추천 like Marriott International see that general digital literacy is a crucial foundation for the future of work, and has made learning and development programs a key part of efforts to engage its frontline associates.

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How and Why Developing Middle Managers Is Crucial for Your Company

2025-01-30T07:00:25-05:00

Target and Allianz share how they develop senior leaders to ensure every employee has a great manager that supports them.

Most people assume their manager is having a better experience at work, but the data suggests otherwise. The group feeling the tightest squeeze? Middle managers.

These functional leaders can represent a range of job titles, from senior director to associate manager, and are defined by the dual pressure they face: from higher-ups, with executives holding them accountable for their performance and their team’s accomplishments, and from direct reports, with junior staff increasingly looking for coaching and personalized guidance.

Gartner found that 75% of HR leaders say managers are overwhelmed by their expanding scope of responsibilities. Seven in 10 HR leaders say their leaders are not adequately prepared to develop mid-level leaders.

The result? Middle managers are increasingly burnt out, and fewer people are seeking middle management roles.

Why middle managers are valuable for your business

You might be tempted to dismiss the plight of the middle manager as an outdated business model. Lots of companies have jumped on the “unbossing” trend, led by companies like Mark Zuckerberg’s Meta, arguing that middle managers reduce efficiency.

However, these employees are essential drivers of the employee experience. They are responsible for communicating important messages to their direct reports. They are critical connection points that either stifle or enable innovation and progress in your organization. They can help develop the next generation of leaders for your organization or be the reason top talent walks out the door.

“The role of a middle manager can’t be underestimated,” says Melissa Kremer, chief human resources officer at Target. “These leaders are an important part of the experience a team member has at work, and they play an outsized role in unlocking engagement, contribution, and productivity within their teams.”

Great Place To Work® research found that middle managers play a key role in whether employees feel their work has meaning. And, when middle managers themselves felt a sense of purpose and were confident in the direction the company was going, their company experienced even higher levels of financial performance.

Put another way: Disconnected middle managers are costing your organization money. Removing your middle managers won’t solve the issue. Instead, companies must invest in middle managers and provide them with the tools to build a connected, high-performance workplace.

Mistakes to avoid when developing middle managers

Here are some common errors that can undermine efforts to develop middle managers:

1. Managing inputs and time-spent, rather than measuring outcomes

Measuring only hours worked or tasks completed can undermine leaders’ creativity and freedom to set priorities for their teams.

“Encourage leaders to set clear expectations, measure performance by outcomes, and trust their teams to determine the best way to achieve results,” recommends Barbara Martell, chief human resources officer at Allianz Trade Americas.

2. Having an unclear or broken career ladder in the organization

If you want frontline leaders to take the next step and embrace more responsibility, they need to clearly see the benefits of taking the leadership plunge.

At Target, for example, leaders are constantly developed with continuous learning opportunities like the company’s Store Director Development Program, which offers peer learning to its 2,000 store directors.

These programs develop a culture of learning, Kremer says. “Store directors who move through the program are opting into more development,” she explains.

3. Not offering time or flexibility for learning

Adopting a hybrid work model has unlocked manager development for Allianz Trade Americas, Martell says. By offering flexibility, leaders have more time to pursue development opportunities.

What skills do middle managers need to learn?

For Target, designing training programs for leaders starts with understanding the strategic goals of the business.

“Successful development has to start with strategy — period,” Kremer says. Two areas that Target’s business strategy highlights as a priority for its middle leaders are technology and leadership skills.

“We are seeing the power and potential of GenAI to deliver more ease to the team member and guest experiences and help us accelerate the rate of innovation across our operations,” Kremer says. The rise of this technology means ensuring that employees have the tech savvy to interact with and use these tools.

With the change created by technology like AI and a complex market environment, Target is also focused on leadership skills and helping people manage change. “We are prioritizing development that helps managers lead and lean into change, complexity, and ambiguity with curiosity and confidence,” Kremer says.

Allianz is focusing on leadership behaviors, such as inclusive communication and employee recognition strategies. One important area is performance management and helping managers have productive conversations with their direct reports.

“We’re working to enhance competence in setting clear goals, tracking progress, delivering feedback, and managing both overperformers and underperformers,” Martell says. “This is crucial for employee retention and continuous development.”

How manager development efforts need to change

One important way the best companies are improving leadership development efforts is by expanding access to a wider range of employees. Instead of limited training to a select group of high performers, companies are increasingly exploring how more resources can be offered across their entire workforce.

“One intentional effort we’ve made over the past few years is to both expand our learning and development programs to more team members and leaders and carve out dedicated time for that development,” Kremer says about how Target has changed its training.

That means prioritizing training opportunities and incentivizing leaders to participate.

There are opportunities to improve measurement with these initiatives as well.

“Within our robust People Analytics function, we are focused on linking L&D data to team member, guest, and business outcomes,” Kremer says. “Understanding the full scope and impact of our work will help us to sharpen and optimize our programs — keeping the programs and our leaders agile and adaptable amid a pace of constant change.”

At Allianz, middle managers are asked to become coaches and mentors rather than organizers and micromanagers. The company is prioritizing soft skills like active listening and conflict resolution.

“Today’s employees appreciate leaders who are empathetic, approachable, and committed to their growth,” Martell says. “Development is now seen as an ongoing journey, incorporating continuous learning, stretch assignments, and regular feedback.”

How CarMax and The Wonderful Company Make Work Meaningful for Hourly Employees

2024-10-21T07:01:36-04:00

Here’s what leaders from these companies on the 2024 Fortune 100 Best 카지노 커뮤니티 추천 to Work For List shared about their strategy for engaging frontline employees.

There are no unimportant jobs — but many roles can go overlooked and underappreciated.

Hourly workers often struggle to feel as connected to the mission of a company or their impact on society. Great Place To Work® research found that less than half of hourly employees (49%) at typical U.S. companies say their work is meaningful.

Salaried workers do better by 11 percentage points with six in 10 saying their work is meaningful. And the gap isn’t trivial. Hourly employees who say their work is more than “just a job” are three times more likely to want to work for their company long-term.

So, what does it look like when companies ensure their hourly workforce feels engaged and included in a meaningful mission? Two great examples come from CarMax and The Wonderful Company, both honorees on the 2024 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List.

Steve Howe, chief financial officer and executive vice president of human resources at The Wonderful Company joined Diane Cafritz, executive vice president, chief innovation and people officer at CarMax at the For All Summit™ to discuss their strategies.

At CarMax, about 80% of its nearly 30,000 associates are hourly workers and for The Wonderful Company, an agricultural producer of oranges, wines, nuts, and more, about 75% of its 3,000 employees in California's Central Valley are hourly, including seasonal and temporary staff. Both companies have extensive experience with hourly workers.

Join us in Las Vegas April 8-10 for our 2025 For All Summit™ with leaders and culture champions!

Getting the frontline involved

At The Wonderful Company, a program called “Way of Work” intentionally trains frontline employees to identify and solve problems for the business.

“The idea is to give our frontline workers … the people who really know what's going on … the training, the tools, and the ability to identify problems and solve those problems,” Howe explained.

As an example, he shared how workers in the field came up with a solution to quickly change a flat fire on the harvesting machines that weigh thousands of pounds. Flat tires create major delays, and jacking up the machine to change the tire in the field poses real safety concerns.

The solution the frontline employees came up with? Adding a built-in hydraulic pump to each truck that harvesters can immediately deploy to change a tire on the spot.

“We’re the largest nut farmer in the world, so we go to the manufacturer and say, ‘Can you do this?’” Howe said. “And they love it.”

The truck manufacturer is thrilled to have a new feature to market to other buyers. The Wonderful Company has reduced a three-hour wait time to just 30 minutes to replace a flat tire. The whole process is safer — and frontline workers can point to their direct contribution to improve the company.

Recognizing frontline contributions

When your work goes underappreciated and unrecognized, it’s hard to feel like that work matters. At CarMax, a recognition platform is a crucial tool for connecting hourly workers to the greater mission.

“When you log into that platform to give either peer recognition or manager-to-associate recognition, you have to denote which of our four values you are recognizing that associate for,” shared Cafritz.

Recognition has a clear connection to higher levels of innovation across a company. Great Place To Work research found that employees are 2.2 times more likely to participate in innovation and share new ideas when everyone has an opportunity for recognition.

At CarMax, one of its associates found a tool on Amazon to remove dog hair from a car — a common pain point for the team cleaning and detailing a used car before reselling. The new tool quickly caught on across the company, and the employee who helped find the solution has a clear example of their impact on the business.

“That associate had a huge sense of pride by providing that as a company-wide solution,” shared Cafritz.

Tips for engaging hourly workers

Howe and Cafritz both shared some tips for other companies to make hourly work meaningful and connect all employees to the mission of the organization:

1. Employees are paying attention to what captures your focus

Howe spends an hour every month listening to presentations from employees on new ways to improve their work. Even on the projects where there’s nothing for him to approve or move forward, he makes sure those presenting get his full attention.

“It’s just a question of bringing focus,” he shared. “I know that anything that interests my boss fascinates me, and I think most people feel the same way.”

The takeaway: Listening and engaging as a leader is sending a clear signal of how meaningful a topic might be. When you pay attention, you reinforce employees’ sense that their ideas matter.

2. Get buy-in from frontline managers

If you want to change the experience of the hourly employees, consider carefully what their manager will need to create that change.

“It will never ever work if you don’t have buy-in, particularly from frontline managers,” Cafritz said. As an example, when CarMax made changes to its compensation plan for sales consultants, managers suggested a tool was needed to demonstrate how the new plan would work.

For any change affecting hourly or frontline employees, frontline managers are essential resources for troubleshooting and developing communications tools.

3. Keep asking questions

Surveys like the Great Place To Work Trust Index™ offer crucial information about the experience of hourly employees, Cafritz says.

Howe echoed Cafritz on the importance of listening and then took it one step further.

“If you can, instead of asking [employees] and then doing what they tell you to do, just let them do it,” he said. As an example, he points to The Wonderful Company’s program that gives every employee up to a $1,000 to give to a charity of their choice.

“Instead of asking employees: ‘Who do you want us to give money to?’ the employees get to decide who give it to, and we cut the check,” Howe said. If you believe that hourly employees have just as many good ideas as anyone else in the company, a great company puts its money where its mouth is.

3 Strategies for More Inclusive Celebrations During Hispanic Heritage Month

2024-09-26T13:17:02-04:00

The vast diversity found within the Latinx and Hispanic community requires a thoughtful approach from companies when celebrating their culture and contributions.

When celebrating Hispanic Heritage Month, companies must consider the vibrant tapestry of diverse cultures, identities, and experiences that are found within the Latinx community.

Growing up between two worlds has given me a unique perspective, bouncing back and forth between the rich Maya highlands in Guatemala and the San Francisco Bay Area. Even as a mixed race, bicultural woman, I’ve only scratched the surface of the rich diversity within the Latinx community.

Even the label of “Latinx” assumes a shared vocabulary that doesn’t feel authentic to many members of the community who more readily identify as Latino/a/e. There is no one-size-fits-all description of Hispanic or Latinx heritage, much less our collective experience in the workforce.

Today, 19% of the U.S. population identify as Hispanic or Latinx. According to the U.S. Census, by 2060, more than one in four Americans will be Hispanic or Latinx and 78% of net new workers in the labor force will be Latinx.

These numbers show just how important this demographic is for companies — but the rich diversity of this group makes it hard to know where to start. For example, it’s important not to conflate groups:

Latinx: People with ethnic backgrounds hailing from Latin American countries
Hispanic: People with ethnic backgrounds coming from Spanish-speaking countries

These groups do overlap, but they are not necessarily the same. And within these groups, there is plenty of diversity: Indigenous, Afro-Latino, first- or second-generation immigrants, bi-racial and other backgrounds.

For companies looking to celebrate Hispanic Heritage Month, start by identifying goals that fit the needs of your unique workforce. This could include learning about the various groups and cultures represented in your organization, doing a deep dive to uncover practices that will help Latinx employees rise through the ranks, or diversifying your supply chain.

A good place to start is to celebrate Hispanic Heritage Month with input from your employees.

At the average U.S. workplace, only 64% of Latinx employees say people celebrate special events, compared to 94% of Latinx employees at Best Workplaces™ (companies that made the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® or the Fortune Best Small and Medium Workplaces™ lists).

The gap shows a clear opportunity for companies to build trust, even with minimal investment. To make sure that those celebrations are inclusive and welcoming for the wide range of diversity found in the Latinx and Hispanic communities, consider these recommendations:

1. Consider the best language(s) to engage with your Latinx employees

For employees who speak English as their second language, investing in translation or bilingual communications is one way to acknowledge their unique experiences and needs. If sticking with English, good communications practices can also help:

Use simple and clear language. Avoid jargon or slang.
Use multiple tools to share your message. Provide written, verbal, and visual communication to accommodate different learning styles. Consider offering translation tools in tech solutions like your virtual meeting platform.
Prioritize regular feedback. Ask employees about their experience to understand where language barriers might be holding back parts of your workforce.

2. Don’t make assumptions about the needs of your Latinx employees

Without asking for feedback, you can easily miss important aspects of the Latinx employee experience. First-generation immigrants will have different needs and pain points compared with second-generation employees, as an example.

Just because someone identifies as Hispanic or Latinx doesn’t mean they speak Spanish. And then there’s the natural intersections of other identities, with women having different needs from men, employees with disabilities having both visible and invisible experiences, or those with Afro-Latino heritage having a different experience from others.

With this rich variety of backgrounds and experiences, Latinx employees will have a similarly varied range of career paths. Great workplaces should offer mentorship, with Latinx employees who are offered training and development opportunities being 40% more likely to feel connected to the purpose of the organization — the No. 1 driver of retention for all employees.

3. Tap into employee resource groups for next-level listening

Employee resource groups (ERGs) are transformative tools for building a culture of inclusion and belonging.

Great Place To Work® research found that ERG members are 40% more likely to feel good about their company’s impact on the community and 30% more likely to have confidence in their executive team. Members are also more likely to say they consistently participate in innovation.

Learn winning strategies for ERG leaders at our For All Summit in Las Vegas April 8-10!

To create groups that meet the needs of the incredible diversity found within the Latinx and Hispanic communities, consider a nesting structure where groups can hold sub-committees or work groups that create a safe space for different identities within the overall group.

If you don’t have an ERG, use other channels to directly engage members of this community. Ask company leaders to share their personal stories, heritage, and career journeys to help employees feel more comfortable sharing their own experiences.

Don’t forget to have fun. Celebrating Hispanic Heritage and culture is serious business, but don’t take yourself too seriously. Fun in the workplace can improve well-being and even build trust with employees.