This Important Boss-Employee Chat Can Get Awkward. Here's How to Avoid That. The biggest reason professionals switch jobs is to advance their career.
Hence, if people believe they can advance their career at your organization, you greatly diminish the odds of them leaving. It’s really that simple. But executing it is hard. There are a few aspects to getting this right. You need to have a culture where you look within for leaders, instead of externally. And, you need to do something many organizations skip over: your managers need to have honest career conversations with their employees. But having these conversations can be tricky. Don't worry, we’re here to help. They are: Here’s the big one. Every employee wanted to be promoted yesterday, or at least get a hefty raise. In other words, this conversation often comes down to setting expectations. That said, saying no to everything isn’t the right solution either. By being both realistic and pragmatic, your managers can set expectations that are honest, while still being inspiring.
Let’s stop calling them ‘soft skills’ – It’s Your Turn. Are you good at your job?
Different, easier question: Was Ty Cobb good at baseball? It’s generally understood that Ty Cobb was a jerk. His teammates didn’t like him very much. But he’s still in the Hall of Fame. That’s because baseball keeps score… of hits, of runs and of catches. What about your job? There are linchpins, people who don’t shirk responsibility when the chips are down. And yet… And yet we persist in hiring and training as if we’re a baseball team, as if easily defined skills are all that matter.
What causes successful organizations to fail? We can agree that certain focused skills are essential. These skills — let’s call them vocational skills — have become the backbone of the HR process. But how to explain that similar organizations with similarly vocationally-skilled people find themselves with very different outcomes? By misdefining ‘vocational’ and focusing on the apparently essential skills, we’ve diminished the value of the skills that actually matter. Theft.
Introduction to communities of practice. The term “community of practice” is of relatively recent coinage, even though the phenomenon it refers to is age-old.
The concept has turned out to provide a useful perspective on knowing and learning. A growing number of people and organizations in various sectors are now focusing on communities of practice as a key to improving their performance. This brief and general introduction examines what communities of practice are and why researchers and practitioners in so many different contexts find them useful as an approach to knowing and learning.
What are communities of practice? Note that this definition allows for, but does not assume, intentionality: learning can be the reason the community comes together or an incidental outcome of member’s interactions. The domain: A community of practice is not merely a club of friends or a network of connections between people. Communities of Practice The Organizational Frontier Jim Hemerling: 5 ways to lead in an era of constant change. Shake up employee training in higher ed. All higher education institutions offer employee training and skill development in some form or another.
Workshops. Webinars. Mentoring. Coaching. It’s the same-old same-old—but does it have to be? Some schools have observed identical practices for decades. Gamifying PD Five years ago, Oakwood University in Huntsville, Alabama, began surveying students—along with staff and faculty—to identify skill gaps among the school’s workforce, says Prudence Pollard, vice president of research and faculty development. A cross-functional committee was charged with evaluating all responses to identify the top 10 concerns and recommend related training for the school’s frontline and leadership academies. The university encourages experimentation when it comes to training and development, Pollard says. For example, the school is exploring creative ways to include gamification in its PD activities to appeal to the next wave of workers. Beyond the comfort zone Teamwork tips the scales. 7 Reasons the Best Employees Quit, Even When They Like Their Job.
Losing a great employee is a terrible thing.
There's the expense of finding, onboarding, and training a replacement. There's the uncertainty of how a new employee will work out. There's the hardship on the rest of your staff until the position can be filled. Sometimes there's a solid reason--the person was a bad fit for the team, or moved away for personal reasons, or was offered an opportunity too great to pass up. In those cases, even if it's a difficult transition, it feels fundamentally right. But what about the rest? Keeping your best employees starts with understanding why people leave. 1. People don't want to think they're locked into a groove and will come to the same place and do the same thing every day for the next 20 or 40 years.