Quiz Start | Managing your Employees' Talent and Engagement Levels

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Thank you for taking the time to complete the quiz.Your individual report is compiled in the attached PDF.
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Many thanks,David Allan MBus. ALD Coaching
Managing Employee Talent
How do you feel about your effectiveness in growing each of your employees' Talent?
I'm really struggling with my focus on developing Employee Talent.
I'm often frustrated with my focus on developing Employee Talent.
I'm doing OK with my focus on developing Top Talent.
I'm really successful with my focus on developing Top Talent.
How would you rate yourself today, on a scale of 1-12?
Where would you like to be in 12 months time, on a scale of 1-12?

Succession Planning
How well do you feel your employees are emotionally engaged in their commitment to your organisation?
I'm really struggling with our employee engagement levels.
I'm often frustrated with our employee engagement levels.
I'm doing OK with employee engagement levels.
I'm really successful with employee engagement levels.
How would you rate yourself today, on a scale of 1-12?
Where would you like to be in 12 months time, on a scale of 1-12?

Team Performance
Do you have a clear development pathway for each of your employees that matches business objectives?
I'm really struggling with succession planning.
I'm often frustrated with succession planning.
I'm doing OK, with succession planning.
I'm really successful with succession planning.
How would you rate yourself today, on a scale of 1-12?
Where would you like to be in 12 months time, on a scale of 1-12?

Recruiting Top Talent
How do you feel about your team's functioning: both in its culture and results?
I'm really struggling with my team/s' functioning.
I'm often frustrated with my team/s' functioning.
I'm doing OK with my team/s functioning.
I'm really successful with my team/s' high-functioning.
How would you rate yourself today, on a scale of 1-12?
Where would you like to be in 12 months time, on a scale of 1-12?

Relational On-boarding of New Talent
How do you feel about your current success in recruiting top talent?
I'm really struggling with recruiting top talent.
I'm often frustrated with recruiting top talent.
I'm doing OK with recruiting top talent.
I'm really successful with recruiting top talent.
How would you rate yourself today, on a scale of 1-12?
Where would you like to be in 12 months time, on a scale of 1-12?

Communication and Influence
How do you feel about your attention to developing your own leadership growth?
I'm really struggling with investing time in my own professional development.
I'm often frustrated with investing time in my own professional development.
I'm doing well with investing time in my own professional development.
I'm really successful with investing time in my own professional development.
How would you rate yourself today, on a scale of 1-12?
Where would you like to be in 12 months time, on a scale of 1-12?

Employee Engagement
How do you feel about your communicational effectiveness to grow relationships and achieve objectives?
I'm really struggling with effective communication.
I'm often frustrated with effective communication.
I'm doing OK with effective communication.
I'm really successful with effective communication.
How would you rate yourself today, on a scale of 1-12?
Where would you like to be in 12 months time, on a scale of 1-12?

Professional Development
How do you feel you are doing in aligning new talent, relationally, with their direct manager?
I'm really struggling to get Managers to relationally connect early with new talent.
I'm often frustrated to get Managers to relationally connect early with new talent.
I'm doing OK in getting Managers to relationally connect early with new talent.
I'm really successful in getting Managers to relationally connect early with new talent.
How would you rate yourself today, on a scale of 1-12?
Where would you like to be in 12 months time, on a scale of 1-12?

Final Step

One final step before we send you your results, which will enable you to understand where you are and where you want to be.
Name*
First Name
Work Email*
Email Consent*
- Yes, I give consent to securely store my details, email me my report along with future relevant tips and tricks supporting my score.
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Identify the most important number
Topic 1 Gap
Topic 2 Gap
Topic 3 Gap
Topic 4 Gap
Topic 5 Gap
Topic 6 Gap
Topic 7 Gap
Topic 8 Gap
Topic 1 Yes Most Important
Topic 2 Yes Most Important
Topic 3 Yes Most Important
Topic 4 Yes Most Important
Topic 5 Yes Most Important
Topic 6 Yes Most Important
Topic 7 Yes Most Important
Topic 8 Yes Most Important
Feedback if Column 1
Feedback if Column 2
Feedback if Column 3
Feedback if Column 4
Q1 or Topic 1 Biggest Gap Feedback
Managing Employee TalentLooks like you are having trouble with this key topic area. Don't worry, you're not alone.
Q2 or Topic 2 Biggest Gap Feedback
Succession Planning Looks like you are having trouble with this key topic area. Don't worry, you're not alone.
Q3 or Topic 3 Biggest Gap Feedback
Team Performance Looks like you are having trouble with this key topic area. Don't worry, you're not alone.
Q4 or Topic 4 Biggest Gap Feedback
Recruiting Top Talent Looks like you are having trouble with this key topic area. Don't worry, you're not alone.
Q5 or Topic 5 Biggest Gap Feedback
Relational On-boarding of New Talent Looks like you are having trouble with this key topic area. Don't worry, you're not alone.
Q6 or Topic 6 Biggest Gap Feedback
Communication and Influence Looks like you are having trouble with this key topic area. Don't worry, you're not alone.
Q7 or Topic 7 Biggest Gap Feedback
Employee Engagement Looks like you are having trouble with this key topic area. Don't worry, you're not alone.
Q8 or Topic 8 Biggest Gap Feedback
Professional Development Looks like you are having trouble with this key topic area. Don't worry, you're not alone.
Call to Action for Everyone
Call to Action For Column 1
I can see you are struggling and would love to see how I can help you improve.Let's chat about your score.Schedule a Free 45-minute Leadership Development Strategy Session by booking it into my <a target="_blank" href="https://my.timetrade.com/book/KRMDS">calendar</a>, where I will assist you to get crystal clear on your needed area of focus and zero in on one obstacle to your success
Call to Action For Column 2
I can see you might be frustrated with some of the outcomes and would love to see how I can help you improve.Let's chat about your score.Schedule a Free 45-minute Leadership Development Strategy Session by booking it into my <a target="_blank" href="https://my.timetrade.com/book/KRMDS">calendar</a>, where I will assist you to get crystal clear on your needed area of focus and zero in on one obstacle to your success
Call to Action For Column 3
I can see you are doing OK in most areas but I would love to see how I can help you reach your maximum potential.Let's chat about your score and what this can look like.Schedule a Free 45-minute Leadership Development Strategy Session by booking it into my <a target="_blank" href="https://my.timetrade.com/book/KRMDS">calendar</a>, where I will assist you to get crystal clear on your needed area of focus and zero in on one obstacle to your success
Call to Action For Column 4
I can see you are successful in most areas but I would love to see how I can help you even further and ensure you stay on track.Let's chat about your score and what this can look like.Schedule a Free 45-minute Leadership Development Strategy Session by booking it into my <a target="_blank" href="https://my.timetrade.com/book/KRMDS">calendar</a>, where I will assist you to get crystal clear on your needed area of focus and zero in on one obstacle to your success
Q1 or Topic 1 Biggest Gap Call to Action
Q2 or Topic 2 Biggest Gap Call to Action
Q3 or Topic 3 Biggest Gap Call to Action
Q4 or Topic 4 Biggest Gap Call to Action
Q5 or Topic 5 Biggest Gap Call to Action
Q6 or Topic 6 Biggest Gap Call to Action
Q7 or Topic 7 Biggest Gap Call to Action
Q8 or Topic 8 Biggest Gap Call to Action
Feedback IF 1
Feedback IF 2
Feedback IF 3
Feedback IF 4
Topic/Question 1 results text 1-3
TALENT MANAGEMENT STRATEGY TIPS:People who struggle in this area find that significant improvement occurs when they implement a system that focuses on the full “Talent Management Life Cycle.”The full talent management life cycle starts at recruitment and ends at the top of the organisation with senior managers receiving relevant and regular workplace development.1. Quality recruitment is critical as a part of a talent management strategy. Getting the most suitable and eligible candidates to the interview is critical, along with a behaviourally based interview process, insuring you are correctly qualifying your new employees. Otherwise, you will employee people who are unsuitable to the needs of your organisation wasting valuable time trying to change employees to suit the needs.Furthermore, all this does is increase frustration for both employer and employee because they will likely never be a high performer in the role. Even worse this will cause higher turnover levels, low engagement, and poor morale.2. Second, from day one, the newly recruited employee needs to be onboarded with all the necessary information and resources to do their job well. They need to know what success looks like with specific goals to be measured by. On day one, they need to be aligned effectively with their direct manager. The manager must have a psychometric profile on each new employee they manage. You only get one chance to make a great first impression and it is difficult to change this perception, which increases employee engagement.3. Third, within the first three months, along with the regular monitoring of an employee’s progress, the manager needs to formally meet with them to ascertain any career goals, ensure they have suitable annual goals in place that they will be evaluated against and discuss engagement issues. There are excellent tools available to measure engagement areas and how fulfilled an employee is in each area, which makes this an easy discussion.4. Fourth, if the employee has clear goals for their career, the manager can investigate potential pathways within the organisation, exploring the needed development required to achieve future aspirations. A long-term approach is often best, to give the employee something to keep focussed on in their career path. Development may mean new qualifications, or personal leadership development. By planning this well in advance, it allows the organisation to have great bench strength, where one can call upon employees to step up if there are unexpected personnel needs or organisational opportunities.If employees have little future career ideas, or no real aspirations, this can be discussed after being employed for a longer period of time, being raised as part of the annual appraisal. It can take skill from the manager to draw out of the employee specific core values, which would match future aspiration work opportunities.5. Continual improvement is always necessary in a highly effective business. There needs to be regular training and development at individual, team, and organisational levels. When this is tied in with strategic planning each employee can feel more engaged with the organisation to achieve its mission, vision and values.Businesses can now have programs with their own cloud-based dashboard that keeps a list of all employees and their progress within their own talant development life-cycle, in line with organisational strategic objectives. This allows for easy monitoring and assessing any gaps between their competencies with future organisational needs.Here is a <a href="https://1drv.ms/b/s!AiP1mXuUafElg7x61ANjJjRkdWU8WQ?e=HLiKxu">talent management brochure</a> explaining a tool that assists in achieving the above.
Topic/Question 1 results text 4-6
TALENT MANAGEMENT STRATEGY TIPS:People who are frustrated in this area find that significant improvement occurs when they implement a system that focuses on the full “Talent Management Life Cycle.”The full talent management life cycle starts at recruitment and ends at the top of the organisation with senior managers receiving relevant and regular workplace development.1. Quality recruitment is critical as a part of a talent management strategy. Getting the most suitable and eligible candidates to the interview is critical, along with a behaviourally based interview process, insuring you are correctly qualifying your new employees. Otherwise, you will employee people who are unsuitable to the needs of your organisation wasting valuable time trying to change employees to suit the needs.Furthermore, all this does is increase frustration for both employer and employee because they will likely never be a high performer in the role. Even worse this will cause higher turnover levels, low engagement, and poor morale.2. Second, from day one, the newly recruited employee needs to be onboarded with all the necessary information and resources to do their job well. They need to know what success looks like with specific goals to be measured by. On day one, they need to be aligned effectively with their direct manager. The manager must have a psychometric profile on each new employee they manage. You only get one chance to make a great first impression and it is difficult to change this perception, which increases employee engagement.3. Third, within the first three months, along with the regular monitoring of an employee’s progress, the manager needs to formally meet with them to ascertain any career goals, ensure they have suitable annual goals in place that they will be evaluated against and discuss engagement issues. There are excellent tools available to measure engagement areas and how fulfilled an employee is in each area, which makes this an easy discussion.4. Fourth, if the employee has clear goals for their career, the manager can investigate potential pathways within the organisation, exploring the needed development required to achieve future aspirations. A long-term approach is often best, to give the employee something to keep focussed on in their career path. Development may mean new qualifications, or personal leadership development. By planning this well in advance, it allows the organisation to have great bench strength, where one can call upon employees to step up if there are unexpected personnel needs or organisational opportunities.If employees have little future career ideas, or no real aspirations, this can be discussed after being employed for a longer period of time, being raised as part of the annual appraisal. It can take skill from the manager to draw out of the employee specific core values, which would match future aspiration work opportunities.5. Continual improvement is always necessary in a highly effective business. There needs to be regular training and development at individual, team, and organisational levels. When this is tied in with strategic planning each employee can feel more engaged with the organisation to achieve its mission, vision and values.Businesses can now have programs with their own cloud-based dashboard that keeps a list of all employees and their progress within their own talant development life-cycle, in line with organisational strategic objectives. This allows for easy monitoring and assessing any gaps between their competencies with future organisational needs.Here is a <a href="https://1drv.ms/b/s!AiP1mXuUafElg7x61ANjJjRkdWU8WQ?e=HLiKxu">talent management brochure</a> explaining a tool that assists in achieving the above.
Topic/Question 1 results text 7-9
TALENT MANAGEMENT STRATEGY TIPS:People who are doing well in this area still find that improvement occurs when they implement a system that focuses on the full “Talent Management Life Cycle.”The full talent management life cycle starts at recruitment and ends at the top of the organisation with senior managers receiving relevant and regular workplace development.1. Quality recruitment is critical as a part of a talent management strategy. Getting the most suitable and eligible candidates to the interview is critical, along with a behaviourally based interview process, insuring you are correctly qualifying your new employees. Otherwise, you will employee people who are unsuitable to the needs of your organisation wasting valuable time trying to change employees to suit the needs.Furthermore, all this does is increase frustration for both employer and employee because they will likely never be a high performer in the role. Even worse this will cause higher turnover levels, low engagement, and poor morale.2. Second, from day one, the newly recruited employee needs to be onboarded with all the necessary information and resources to do their job well. They need to know what success looks like with specific goals to be measured by. On day one, they need to be aligned effectively with their direct manager. The manager must have a psychometric profile on each new employee they manage. You only get one chance to make a great first impression and it is difficult to change this perception, which increases employee engagement.3. Third, within the first three months, along with the regular monitoring of an employee’s progress, the manager needs to formally meet with them to ascertain any career goals, ensure they have suitable annual goals in place that they will be evaluated against and discuss engagement issues. There are excellent tools available to measure engagement areas and how fulfilled an employee is in each area, which makes this an easy discussion.4. Fourth, if the employee has clear goals for their career, the manager can investigate potential pathways within the organisation, exploring the needed development required to achieve future aspirations. A long-term approach is often best, to give the employee something to keep focussed on in their career path. Development may mean new qualifications, or personal leadership development. By planning this well in advance, it allows the organisation to have great bench strength, where one can call upon employees to step up if there are unexpected personnel needs or organisational opportunities.If employees have little future career ideas, or no real aspirations, this can be discussed after being employed for a longer period of time, being raised as part of the annual appraisal. It can take skill from the manager to draw out of the employee specific core values, which would match future aspiration work opportunities.5. Continual improvement is always necessary in a highly effective business. There needs to be regular training and development at individual, team, and organisational levels. When this is tied in with strategic planning each employee can feel more engaged with the organisation to achieve its mission, vision and values.Businesses can now have programs with their own cloud-based dashboard that keeps a list of all employees and their progress within their own talant development life-cycle, in line with organisational strategic objectives. This allows for easy monitoring and assessing any gaps between their competencies with future organisational needs.Here is a <a href="https://1drv.ms/b/s!AiP1mXuUafElg7x61ANjJjRkdWU8WQ?e=HLiKxu">talent management brochure</a> explaining a tool that assists in achieving the above.
Topic/Question 1 results text 10-12
TALENT MANAGEMENT STRATEGY TIPS:People who are successful in this area find that improvement can still occur when they implement a system that focuses on the full “Talent Management Life Cycle.”The full talent management life cycle starts at recruitment and ends at the top of the organisation with senior managers receiving relevant and regular workplace development.1. Quality recruitment is critical as a part of a talent management strategy. Getting the most suitable and eligible candidates to the interview is critical, along with a behaviourally based interview process, insuring you are correctly qualifying your new employees. Otherwise, you will employee people who are unsuitable to the needs of your organisation wasting valuable time trying to change employees to suit the needs.Furthermore, all this does is increase frustration for both employer and employee because they will likely never be a high performer in the role. Even worse this will cause higher turnover levels, low engagement, and poor morale.2. Second, from day one, the newly recruited employee needs to be onboarded with all the necessary information and resources to do their job well. They need to know what success looks like with specific goals to be measured by. On day one, they need to be aligned effectively with their direct manager. The manager must have a psychometric profile on each new employee they manage. You only get one chance to make a great first impression and it is difficult to change this perception, which increases employee engagement.3. Third, within the first three months, along with the regular monitoring of an employee’s progress, the manager needs to formally meet with them to ascertain any career goals, ensure they have suitable annual goals in place that they will be evaluated against and discuss engagement issues. There are excellent tools available to measure engagement areas and how fulfilled an employee is in each area, which makes this an easy discussion.4. Fourth, if the employee has clear goals for their career, the manager can investigate potential pathways within the organisation, exploring the needed development required to achieve future aspirations. A long-term approach is often best, to give the employee something to keep focussed on in their career path. Development may mean new qualifications, or personal leadership development. By planning this well in advance, it allows the organisation to have great bench strength, where one can call upon employees to step up if there are unexpected personnel needs or organisational opportunities.If employees have little future career ideas, or no real aspirations, this can be discussed after being employed for a longer period of time, being raised as part of the annual appraisal. It can take skill from the manager to draw out of the employee specific core values, which would match future aspiration work opportunities.5. Continual improvement is always necessary in a highly effective business. There needs to be regular training and development at individual, team, and organisational levels. When this is tied in with strategic planning each employee can feel more engaged with the organisation to achieve its mission, vision and values.Businesses can now have programs with their own cloud-based dashboard that keeps a list of all employees and their progress within their own talant development life-cycle, in line with organisational strategic objectives. This allows for easy monitoring and assessing any gaps between their competencies with future organisational needs.Here is a <a href="https://1drv.ms/b/s!AiP1mXuUafElg7x61ANjJjRkdWU8WQ?e=HLiKxu">talent management brochure</a> explaining a tool that assists in achieving the above.
Topic/Question 2 results text 1-3
SUCCESSION PLANNING TIPS:People who struggle in this area find that significant improvement occurs when they find a reliable systematic way to align their organisational strategic needs with employee development opportunities:Many organisations don’t know where to start in this area. Without a simple system to compile employees’ job specific traits and competencies in one spot, where they can be easily matched with potential organisational strategic opportunities, succession planning tends to be haphazard. One possible solution is to use simple spreadsheets with all the organisation’s existing position descriptions listed with their traits and competencies fleshed out in columns; it would be far more effective in assessing potential employee opportunities than no system at all. On a second spreadsheet a list of existing employees’ traits and competencies would need to be compiled in order to compare specific roles with employee suitability factors. A third spreadsheet would record types of training that would align with needed competency development to prepare employees for future roles. The key here, of course, is to have thorough records on hand for analysing your employees’ suitability and appropriateness for a succession opportunity. With this data, you will be able to confidently approach genuine potentials to discuss their desires, and required training needed.If you want to save the time and effort from developing a system like this, that is extremely robust in how it measures traits and matches them to specific job roles, and records them in an online system, then I haven’t found a system better than Harrison Assessments. You can login and immediately compare updated employee data to current organisational needs. The beauty of this system is that an employer collects all the trait and competency data they need through an online 20 minutes questionnaire and with over 6 500 researched job roles in the system, it is ready to go. Furthermore, it will stack-rank the most suitable candidate’s traits against any given role and generate a behavioural competency training program specifically customised to individual developmental needs. Find a solution <a target="_blank" href="http://bit.ly/Org_Succession_Planning">here</a>.
Topic/Question 2 results text 4-6
SUCCESSION PLANNING TIPS:People who are frustrated in this area find that significant improvement occurs when they find a reliable systematic way to align their organisational strategic needs with employee development opportunities:Many organisations don’t know where to start in this area. Without a simple system to compile employees’ job specific traits and competencies in one spot, where they can be easily matched with potential organisational strategic opportunities, succession planning tends to be haphazard. One possible solution is to use simple spreadsheets with all the organisation’s existing position descriptions listed with their traits and competencies fleshed out in columns; it would be far more effective in assessing potential employee opportunities than no system at all. On a second spreadsheet a list of existing employees’ traits and competencies would need to be compiled in order to compare specific roles with employee suitability factors. A third spreadsheet would record types of training that would align with needed competency development to prepare employees for future roles. The key here, of course, is to have thorough records on hand for analysing your employees’ suitability and appropriateness for a succession opportunity. With this data, you will be able to confidently approach genuine potentials to discuss their desires, and required training needed.If you want to save the time and effort from developing a system like this, that is extremely robust in how it measures traits and matches them to specific job roles, and records them in an online system, then I haven’t found a system better than Harrison Assessments. You can login and immediately compare updated employee data to current organisational needs. The beauty of this system is that an employer collects all the trait and competency data they need through an online 20 minutes questionnaire and with over 6 500 researched job roles in the system, it is ready to go. Furthermore, it will stack-rank the most suitable candidate’s traits against any given role and generate a behavioural competency training program specifically customised to individual developmental needs. Find a solution <a target="_blank" href="http://bit.ly/Org_Succession_Planning">here</a>.
Topic/Question 2 results text 7-9
SUCCESSION PLANNING TIPS:People who are doing well in this area find that ongoing improvement still occurs when they implement a reliable systematic way to align their organisational strategic needs with employee development opportunities:Without a simple system to compile employees’ job specific traits and competencies in one spot, where they can be easily matched with potential organisational strategic opportunities, succession planning tends to be haphazard. The key here, of course, is to have thorough records on hand for analysing your employees’ suitability and appropriateness for a succession opportunity. With accurate data, you will be able to confidently approach genuine potentials to discuss their desires, and required training needed.A quality system that has been developed over the past 25 years, that is extremely robust in how it measures traits and matches them to specific job roles, and records them in an online system, is Harrison Assessments. You can login and immediately compare updated employee data to current organisational needs. The employer accurately collects all the trait and competency data they need through an online 20 minutes questionnaire and with over 6 500 researched job roles in the system, it is ready to go. Furthermore, it will stack-rank the most suitable candidate’s traits against any given role and generate a behavioural competency training program specifically customised to individual developmental needs. Find a solution <a target="_blank" href="http://bit.ly/Org_Succession_Planning">here</a>.
Topic/Question 2 results text 10-12
SUCCESSION PLANNING TIPS:People who are successful in this area find that continuous improvement can still occur when they implement a reliable systematic way to align their organisational strategic needs with employee development opportunities:Without a simple system to compile employees’ job specific traits and competencies in one spot, where they can be easily matched with potential organisational strategic opportunities, succession planning tends to be haphazard. The key here, of course, is to have thorough records on hand for analysing your employees’ suitability and appropriateness for a succession opportunity. With this data, you will be able to confidently approach genuine potentials to discuss their desires, and required training needed.A quality system that has been developed over the past 25 years, that is extremely robust in how it measures traits and matches them to specific job roles, and records them in an online system, is Harrison Assessments. You can login and immediately compare updated employee data to current organisational needs. The employer accurately collects all the trait and competency data they need through an online 20 minutes questionnaire and with over 6 500 researched job roles in the system, it is ready to go. Furthermore, it will stack-rank the most suitable candidate’s traits against any given role and generate a behavioural competency training program specifically customised to individual developmental needs. Find a solution <a target="_blank" href="http://bit.ly/Org_Succession_Planning">here</a>.
Topic/Question 3 results text 1-3
TEAM PERFORMANCE TIPS:People who struggle in this area find that significant improvement occurs when they work on improving team dynamics:Often team performance is poor because the team leader is only trying to achieve team outcomes without managing team dynamics. The first step in managing team dynamics is to instruct the team on what the key team dynamics are and hold each team member responsible for being a partner in managing team dynamics. This can be broken up into four areas: Tasks inside the team / tasks outside the team / people inside the team / and people outside the team.1. MANDATE - TASKS OUTSIDE THE TEAM: Make sure the team is clear on what the ultimate team mandate is and to whom they are ultimately responsible to, for their key outcomes. Oft-times, this is communicated through the strategic plan, which is bigger than their team plan, being commissioned via the board of directors. Without this bigger context team members can be flying blind, or operating with blinkers on, and making poorer decisions.2. MISSION - TASKS INSIDE THE TEAM: The team mission is important to clarify with its core purpose, vision, objectives, core values, goals, communication, processes and systems. Teams are put together because they can achieve so much more as a collective than they could as a group of individuals, so it is important for the team to organise themselves around how they administratively achieve their mission. There is nothing like co-creating or co-aligning with a compelling vision that carries and inspires the team beyond the immediate demands.3. MEMBERS – PEOPLE INSIDE THE TEAM: How the team members interact with each other significantly impacts team culture affecting how well the team will achieve its mission. Agreement is needed around team member ground-rules as to what is acceptable behaviour and what is not. This impacts on modes of communication, decision-making, dealing with conflict, levels of trust, accountability and commitment.4. MEANING – PEOPLE OUTSIDE THE TEAM: Team members don’t expend maximum discretionary effort just because they are a part of a team. Hence, the team leader needs to enable the team members to connect with the key stakeholders to whom they are delivering their services. It is important that reciprocal communication to the key stakeholders and back to the team is occurring regularly, so the team knows how they are doing on their delivery. This is what gives meaning to their many activities. It also enables the team to grow in its versatility to respond to any changing needs.Finally, when you integrate all these 4 areas together, so they interactively inform each other, you create MUSCLE MEMORY for your team, and it becomes a high performing team. No matter what you throw at it, the muscle memory kicks in, and the balanced iterative approach produces effective outcomes. A solution for <a target="_blank" href="http://bit.ly/Team-Paradox">Team Development</a>
Topic/Question 3 results text 4-6
TEAM PERFORMANCE TIPS:People who are frustrated in this area find that significant improvement occurs when they work on improving team dynamics:Often team performance is poor because the team leader is only trying to achieve team outcomes without managing team dynamics. The first step in managing team dynamics is to instruct the team on what the key team dynamics are and hold each team member responsible for being a partner in managing team dynamics. This can be broken up into four areas: Tasks inside the team / tasks outside the team / people inside the team / and people outside the team.1. MANDATE - TASKS OUTSIDE THE TEAM: Make sure the team is clear on what the ultimate team mandate is and to whom they are ultimately responsible to, for their key outcomes. Oft-times, this is communicated through the strategic plan, which is bigger than their team plan, being commissioned via the board of directors. Without this bigger context team members can be flying blind, or operating with blinkers on, and making poorer decisions.2. MISSION - TASKS INSIDE THE TEAM: The team mission is important to clarify with its core purpose, vision, objectives, core values, goals, communication, processes and systems. Teams are put together because they can achieve so much more as a collective than they could as a group of individuals, so it is important for the team to organise themselves around how they administratively achieve their mission. There is nothing like co-creating or co-aligning with a compelling vision that carries and inspires the team beyond the immediate demands.3. MEMBERS – PEOPLE INSIDE THE TEAM: How the team members interact with each other significantly impacts team culture affecting how well the team will achieve its mission. Agreement is needed around team member ground-rules as to what is acceptable behaviour and what is not. This impacts on modes of communication, decision-making, dealing with conflict, levels of trust, accountability and commitment.4. MEANING – PEOPLE OUTSIDE THE TEAM: Team members don’t expend maximum discretionary effort just because they are a part of a team. Hence, the team leader needs to enable the team members to connect with the key stakeholders to whom they are delivering their services. It is important that reciprocal communication to the key stakeholders and back to the team is occurring regularly, so the team knows how they are doing on their delivery. This is what gives meaning to their many activities. It also enables the team to grow in its versatility to respond to any changing needs.Finally, when you integrate all these 4 areas together, so they interactively inform each other, you create MUSCLE MEMORY for your team, and it becomes a high performing team. No matter what you throw at it, the muscle memory kicks in, and the balanced iterative approach produces effective outcomes. A solution for <a target="_blank" href="http://bit.ly/Team-Paradox">Team Development</a>
Topic/Question 3 results text 7-9
TEAM PERFORMANCE TIPS:People who doing well in this area still find that improvement occurs when they work on improving team dynamics:Often team performance is poor because the team leader is only trying to achieve team outcomes without managing team dynamics. The first step in managing team dynamics is to instruct the team on what the key team dynamics are and hold each team member responsible for being a partner in managing team dynamics. This can be broken up into four areas: Tasks inside the team / tasks outside the team / people inside the team / and people outside the team.1. MANDATE - TASKS OUTSIDE THE TEAM: Make sure the team is clear on what the ultimate team mandate is and to whom they are ultimately responsible to, for their key outcomes. Oft-times, this is communicated through the strategic plan, which is bigger than their team plan, being commissioned via the board of directors. Without this bigger context team members can be flying blind, or operating with blinkers on, and making poorer decisions.2. MISSION - TASKS INSIDE THE TEAM: The team mission is important to clarify with its core purpose, vision, objectives, core values, goals, communication, processes and systems. Teams are put together because they can achieve so much more as a collective than they could as a group of individuals, so it is important for the team to organise themselves around how they administratively achieve their mission. There is nothing like co-creating or co-aligning with a compelling vision that carries and inspires the team beyond the immediate demands.3. MEMBERS – PEOPLE INSIDE THE TEAM: How the team members interact with each other significantly impacts team culture affecting how well the team will achieve its mission. Agreement is needed around team member ground-rules as to what is acceptable behaviour and what is not. This impacts on modes of communication, decision-making, dealing with conflict, levels of trust, accountability and commitment.4. MEANING – PEOPLE OUTSIDE THE TEAM: Team members don’t expend maximum discretionary effort just because they are a part of a team. Hence, the team leader needs to enable the team members to connect with the key stakeholders to whom they are delivering their services. It is important that reciprocal communication to the key stakeholders and back to the team is occurring regularly, so the team knows how they are doing on their delivery. This is what gives meaning to their many activities. It also enables the team to grow in its versatility to respond to any changing needs.Finally, when you integrate all these 4 areas together, so they interactively inform each other, you create MUSCLE MEMORY for your team, and it becomes a high performing team. No matter what you throw at it, the muscle memory kicks in, and the balanced iterative approach produces effective outcomes. A solution for <a target="_blank" href="http://bit.ly/Team-Paradox">Team Development</a>
Topic/Question 3 results text 10-12
TEAM PERFORMANCE TIPS:People who are successful in this area find that continuous improvement can still occur when they work on improving team dynamics:Often team performance is poor because the team leader is only trying to achieve team outcomes without managing team dynamics. The first step in managing team dynamics is to instruct the team on what the key team dynamics are and hold each team member responsible for being a partner in managing team dynamics. This can be broken up into four areas: Tasks inside the team / tasks outside the team / people inside the team / and people outside the team.1. MANDATE - TASKS OUTSIDE THE TEAM: Make sure the team is clear on what the ultimate team mandate is and to whom they are ultimately responsible to, for their key outcomes. Oft-times, this is communicated through the strategic plan, which is bigger than their team plan, being commissioned via the board of directors. Without this bigger context team members can be flying blind, or operating with blinkers on, and making poorer decisions.2. MISSION - TASKS INSIDE THE TEAM: The team mission is important to clarify with its core purpose, vision, objectives, core values, goals, communication, processes and systems. Teams are put together because they can achieve so much more as a collective than they could as a group of individuals, so it is important for the team to organise themselves around how they administratively achieve their mission. There is nothing like co-creating or co-aligning with a compelling vision that carries and inspires the team beyond the immediate demands.3. MEMBERS – PEOPLE INSIDE THE TEAM: How the team members interact with each other significantly impacts team culture affecting how well the team will achieve its mission. Agreement is needed around team member ground-rules as to what is acceptable behaviour and what is not. This impacts on modes of communication, decision-making, dealing with conflict, levels of trust, accountability and commitment.4. MEANING – PEOPLE OUTSIDE THE TEAM: Team members don’t expend maximum discretionary effort just because they are a part of a team. Hence, the team leader needs to enable the team members to connect with the key stakeholders to whom they are delivering their services. It is important that reciprocal communication to the key stakeholders and back to the team is occurring regularly, so the team knows how they are doing on their delivery. This is what gives meaning to their many activities. It also enables the team to grow in its versatility to respond to any changing needs.Finally, when you integrate all these 4 areas together, so they interactively inform each other, you create MUSCLE MEMORY for your team, and it becomes a high performing team. No matter what you throw at it, the muscle memory kicks in, and the balanced iterative approach produces effective outcomes. A solution for <a target="_blank" href="http://bit.ly/Team-Paradox">Team Development</a>
Topic/Question 4 results text 1-3
RECRUITING TOP TALENT TIPS:People who struggle in this area find that significant improvement occurs when they work on improving 3 key competencies: The first is in how you write a job post so that it depicts the company's brand, clarifies the role and culture and is placed in the right areas to attract where quality candidates are located. Research has revealed several steps that assist in this area. For example, there needs to be a benefit-orientated post that looks professional and discusses what success looks like. To look at all 7 researched areas check out this PDF: <a target="_blank" href="http://bit.ly/job-advert">JOB ADVERTS</a>Second, for both proficiency of time and money, there must be a way to collect pertinent data to shortlist qualified candidates. Today there are online tools that can enable you to only interview candidates who are both eligible (qualified & can do the job) for the job and suitable (have the tendencies for high-performance in the specific job) for the job. This also means only reading a handful of resumes and interviewing less candidates to get quality employees. Learn more here: <a target="_blank" href="http://bit.ly/Acquire-Talent">Acquire Top Talent</a>Third, it is almost standard practice now to conduct behaviourally-based interviews that gain insight into how a candidate will behave on the job. Learning this skill assists in proper selection. Find a solution <a target="_blank" href="https://bit.ly/questionsinterview">here</a>.
Topic/Question 4 results text 4-6
RECRUITING TOP TALENT TIPS:People who are frustrated in this area find that significant improvement occurs when they work on improving 3 key competencies: The first is in how you write a job post so that it depicts the company's brand, clarifies the role and culture and is placed in the right areas to attract where quality candidates are located. Research has revealed several steps that assist in this area. For example, there needs to be a benefit-orientated post that looks professional and discusses what success looks like. To look at all 7 researched areas check out this PDF: <a target="_blank" href="http://bit.ly/job-advert">JOB ADVERTS</a>Second, for both proficiency of time and money, there must be a way to collect pertinent data to shortlist qualified candidates. Today there are online tools that can enable you to only interview candidates who are both eligible (qualified & can do the job) for the job and suitable (have the tendencies for high-performance in the specific job) for the job. This also means only reading a handful of resumes and interviewing less candidates to get quality employees. Learn more here: <a target="_blank" href="http://bit.ly/Acquire-Talent">Acquire Top Talent</a>Third, it is almost standard practice now to conduct behaviourally-based interviews that gain insight into how a candidate will behave on the job. Learning this skill assists in proper selection. Find a solution <a target="_blank" href="https://bit.ly/questionsinterview">here</a>.
Topic/Question 4 results text 7-9
RECRUITING TOP TALENT TIPS:People who are doing well in this area still find further improvement occurs when they work on improving 3 key competencies: The first is in how you write a job post so that it depicts the company's brand, clarifies the role and culture and is placed in the right areas to attract where quality candidates are located. Research has revealed several steps that assist in this area. For example, there needs to be a benefit-orientated post that looks professional and discusses what success looks like. To look at all 7 researched areas check out this PDF: <a target="_blank" href="http://bit.ly/job-advert">JOB ADVERTS</a>Second, for both proficiency of time and money, there must be a way to collect pertinent data to shortlist qualified candidates. Today there are online tools that can enable you to only interview candidates who are both eligible (qualified & can do the job) for the job and suitable (have the tendencies for high-performance in the specific job) for the job. This also means only reading a handful of resumes and interviewing less candidates to get quality employees. Learn more here: <a target="_blank" href="http://bit.ly/Acquire-Talent">Acquire Top Talent</a>Third, it is almost standard practice now to conduct behaviourally-based interviews that gain insight into how a candidate will behave on the job. Learning this skill assists in proper selection. Find a solution <a target="_blank" href="https://bit.ly/questionsinterview">here</a>.
Topic/Question 4 results text 10-12
RECRUITING TOP TALENT TIPS:People who are successful in this area find that ongoing improvement occurs when they work on 3 key competencies: The first is in how you write a job post so that it depicts the company's brand, clarifies the role and culture and is placed in the right areas to attract where quality candidates are located. Research has revealed several steps that assist in this area. For example, there needs to be a benefit-orientated post that looks professional and discusses what success looks like. To look at all 7 researched areas check out this PDF: <a target="_blank" href="http://bit.ly/job-advert">JOB ADVERTS</a>Second, for both proficiency of time and money, there must be a way to collect pertinent data to shortlist qualified candidates. Today there are online tools that can enable you to only interview candidates who are both eligible (qualified & can do the job) for the job and suitable (have the tendencies for high-performance in the specific job) for the job. This also means only reading a handful of resumes and interviewing less candidates to get quality employees. Learn more here: <a target="_blank" href="http://bit.ly/Acquire-Talent">Acquire Top Talent</a>Third, it is almost standard practice now to conduct behaviourally-based interviews that gain insight into how a candidate will behave on the job. Learning this skill assists in proper selection.Find a solution <a target="_blank" href="https://bit.ly/questionsinterview">here</a>.
Topic/Question 5 results text 1-3
ON-BOARDING NEW TALENT TIPS:People who struggle in this area tend to only focus on organisation-wide information and clarifying specific job role requirements, but they neglect enabling the employee’s direct manager to have person-specific information on how to best manage them. Research is clear that the biggest reason employees prematurely leave their job is the relationship impact from their direct manager. With quality psychometric testing it is now possible for a manager to receive an employee report detailing key factors in how to best manage them.From day one on the job, this allows for a manager to utilise the new employee’s strengths, neutralise their weaknesses, and start off on the right foot in developing a long-term positive relationship.Statistics show that the new generations of employees are staying less than three years on average. Hence, to increase productivity the relationship between the direct manager and the employee needs to be brought up to speed quickly. Managers now need insight quickly in how to best communicate and motivate. They need to know what communication style to use, what leadership opportunities are most appropriate, what areas the employee would struggle in and how to best handle these areas for optimum results. These insights give competitive advantage to direct managers with every opportunity to empower employees toward stronger workplace engagement, greater productivity and higher retention rates. To learn more click <a target="_blank" href="https://bit.ly/engagementretention">here</a>.
Topic/Question 5 results text 4-6
ON-BOARDING NEW TALENT TIPS:People who are frustrated in this area tend to only focus on organisation-wide information and clarifying specific job role requirements, but they neglect enabling the employee’s direct manager to have person-specific information on how to best manage them. Research is clear that the biggest reason employees prematurely leave their job is the relationship impact from their direct manager. With quality psychometric testing it is now possible for a manager to receive an employee report detailing key factors in how to best manage them.From day one on the job, this allows for a manager to utilise the new employee’s strengths, neutralise their weaknesses, and start off on the right foot in developing a long-term positive relationship.Statistics show that the new generations of employees are staying less than three years on average. Hence, to increase productivity the relationship between the direct manager and the employee needs to be brought up to speed quickly. Managers now need insight quickly in how to best communicate and motivate. They need to know what communication style to use, what leadership opportunities are most appropriate, what areas the employee would struggle in and how to best handle these areas for optimum results. These insights give competitive advantage to direct managers with every opportunity to empower employees toward stronger workplace engagement, greater productivity and higher retention rates. To learn more click <a target="_blank" href="https://bit.ly/engagementretention">here</a>.
Topic/Question 5 results text 7-9
ON-BOARDING NEW TALENT TIPS:People who are doing well in this area tend to focus on organisation-wide information and clarifying specific job role requirements, but don't focus enough on enabling the employee’s direct manager to have person-specific information on how to best manage them. Research is clear that the biggest reason employees prematurely leave their job is the relationship impact from their direct manager. With quality psychometric testing it is now possible for a manager to receive an employee report detailing key factors in how to best manage them.From day one on the job, this allows for a manager to utilise the new employee’s strengths, neutralise their weaknesses, and start off on the right foot in developing a long-term positive relationship.Statistics show that the new generations of employees are staying less than three years on average. Hence, to increase productivity the relationship between the direct manager and the employee needs to be brought up to speed quickly. Managers now need insight quickly in how to best communicate and motivate. They need to know what communication style to use, what leadership opportunities are most appropriate, what areas the employee would struggle in and how to best handle these areas for optimum results. These insights give competitive advantage to direct managers with every opportunity to empower employees toward stronger workplace engagement, greater productivity and higher retention rates. To learn more click <a target="_blank" href="https://bit.ly/engagementretention">here</a>.
Topic/Question 5 results text 10-12
ON-BOARDING NEW TALENT TIPS:People who are successful in this area tend to effectively focus on organisation-wide information and clarifying specific job role requirements, but they need to focus more on enabling the employee’s direct manager to have person-specific information on how to best manage them. Research is clear that the biggest reason employees prematurely leave their job is the relationship impact from their direct manager. With quality psychometric testing it is now possible for a manager to receive an employee report detailing key factors in how to best manage them.From day one on the job, this allows for a manager to utilise the new employee’s strengths, neutralise their weaknesses, and start off on the right foot in developing a long-term positive relationship.Statistics show that the new generations of employees are staying less than three years on average. Hence, to increase productivity the relationship between the direct manager and the employee needs to be brought up to speed quickly. Managers now need insight quickly in how to best communicate and motivate. They need to know what communication style to use, what leadership opportunities are most appropriate, what areas the employee would struggle in and how to best handle these areas for optimum results. These insights give competitive advantage to direct managers with every opportunity to empower employees toward stronger workplace engagement, greater productivity and higher retention rates. To learn more click <a target="_blank" href="https://bit.ly/engagementretention">here</a>.
Topic/Question 6 results text 1-3
COMMUNICATION AND INFLUENCE TIPS:People who struggle in this area find that significant improvement occurs when they work on building relational trust while controlling their emotional responses under pressure. There are also specific phrases and approaches that work best to create relational trust and specific behaviours that support giving and receiving of clear messages. One can now measure key behavioural traits that indicate the potential for quality communication and how messages are likely to be received by others. The good news is that these behavioural traits can be changed, which increases communication effectiveness and influence. These traits also have an exponential organisational impact when used by leaders who communicate with teams and other key influencers.There are two major traits that are critical in communication and influence. They are “Frankness” and “Diplomacy.” These traits, in right balance, converge to deliver clear messages and to nurture empowering relationships. If you are weak on being frank in your communicating, it produces a frustrating and evasive experience for others. If you are weak on diplomacy, it creates a bluntness that irritates people. Either way an imbalance breaks down trust. Moreover, many leaders don’t know how to be assertive with the right balance of helpfulness. Collecting data on these traits gives a leader an objective perspective in how they deal with others. Research shows that most managers have an overinflated opinion on how effective they are and when 360-degree assessments are conducted, they regularly grade themselves higher than their direct reports.Fortunately, today you can measure these traits with relative ease in order to understand the starting point for growth. To check out more click here: <a target="_blank" href="https://bit.ly/Paradox-traits">Paradox Traits</a>
Topic/Question 6 results text 4-6
COMMUNICATION AND INFLUENCE TIPS:People who are frustrated in this area find that significant improvement occurs when they work on building relational trust while controlling their emotional responses under pressure. There are also specific phrases and approaches that work best to create relational trust and specific behaviours that support giving and receiving of clear messages. One can now measure key behavioural traits that indicate the potential for quality communication and how messages are likely to be received by others. The good news is that these behavioural traits can be changed, which increases communication effectiveness and influence. These traits also have an exponential organisational impact when used by leaders who communicate with teams and other key influencers.There are two major traits that are critical in communication and influence. They are “Frankness” and “Diplomacy.” These traits, in right balance, converge to deliver clear messages and to nurture empowering relationships. If you are weak on being frank in your communicating, it produces a frustrating and evasive experience for others. If you are weak on diplomacy, it creates a bluntness that irritates people. Either way an imbalance breaks down trust. Moreover, many leaders don’t know how to be assertive with the right balance of helpfulness. Collecting data on these traits gives a leader an objective perspective in how they deal with others. Research shows that most managers have an overinflated opinion on how effective they are and when 360-degree assessments are conducted, they regularly grade themselves higher than their direct reports.Fortunately, today you can measure these traits with relative ease in order to understand the starting point for growth. To check out more click here: <a target="_blank" href="https://bit.ly/Paradox-traits">Paradox Traits</a>
Topic/Question 6 results text 7-9
COMMUNICATION AND INFLUENCE TIPS:People doing well in this area find that significant improvement still occurs when they work on building relational trust while controlling their emotional responses under pressure. There are also specific phrases and approaches that work best to create relational trust and specific behaviours that support giving and receiving of clear messages. One can now measure key behavioural traits that indicate the potential for quality communication and how messages are likely to be received by others. The good news is that these behavioural traits can be changed, which increases communication effectiveness and influence. These traits also have an exponential organisational impact when used by leaders who communicate with teams and other key influencers.There are two major traits that are critical in communication and influence. They are “Frankness” and “Diplomacy.” These traits, in right balance, converge to deliver clear messages and to nurture empowering relationships. If you are weak on being frank in your communicating, it produces a frustrating and evasive experience for others. If you are weak on diplomacy, it creates a bluntness that irritates people. Either way an imbalance breaks down trust. Moreover, many leaders don’t know how to be assertive with the right balance of helpfulness. Collecting data on these traits gives a leader an objective perspective in how they deal with others. Research shows that most managers have an overinflated opinion on how effective they are and when 360-degree assessments are conducted, they regularly grade themselves higher than their direct reports.Fortunately, today you can measure these traits with relative ease in order to understand the starting point for growth. To check out more click here: <a target="_blank" href="https://bit.ly/Paradox-traits">Paradox Traits</a>
Topic/Question 6 results text 10-12
COMMUNICATION AND INFLUENCE TIPS:People who are successful in this area still find ongoing improvement occurs when they work on building more relational trust while controlling their emotional responses under pressure. There are also specific phrases and approaches that work best to create relational trust and specific behaviours that support giving and receiving of clear messages. One can now measure key behavioural traits that indicate the potential for quality communication and how messages are likely to be received by others. The good news is that these behavioural traits can be changed, which increases communication effectiveness and influence. These traits also have an exponential organisational impact when used by leaders who communicate with teams and other key influencers.There are two major traits that are critical in communication and influence. They are “Frankness” and “Diplomacy.” These traits, in right balance, converge to deliver clear messages and to nurture empowering relationships. If you are weak on being frank in your communicating, it produces a frustrating and evasive experience for others. If you are weak on diplomacy, it creates a bluntness that irritates people. Either way an imbalance breaks down trust. Moreover, many leaders don’t know how to be assertive with the right balance of helpfulness. Collecting data on these traits gives a leader an objective perspective in how they deal with others. Research shows that most managers have an overinflated opinion on how effective they are and when 360-degree assessments are conducted, they regularly grade themselves higher than their direct reports.Fortunately, today you can measure these traits with relative ease in order to understand the starting point for growth. To check out more click here: <a target="_blank" href="https://bit.ly/Paradox-traits">Paradox Traits</a>
Topic/Question 7 results text 1-3
EMPLOYEE ENGAGEMENT AND RETENTION TIPS:People who struggle in this area find that significant improvement occurs when they assess, develop, and implement a four-point strategy.Research is clear that higher employee engagement levels produces greater productivity, higher retention levels, and better organisational cultures. So, what is needed?First, there is a need to find out at an individual level what expectation area/s each employee considers to be most vital for them. Previously employers simply changed benefits, rewards and compensation. However, to address key intrinsic motivators, focus needs to be given to eight areas, being: development, remuneration, leadership authority, social, appreciation, communication, personal and work life balance.To assist in knowing employee expectations levels, we do now have a way to simply measure these, so there is no need for guess work. This allows for a manager to know how to best manage each of their direct reports to increase engagement. Second, after discovering the key workplace expectation area/s for the employee, the employer needs to understand the level of satisfaction being currently experienced in that area. This is the platform from which to have a constructive discussion to address dissatisfaction and increase engagement.Third, to use metrics which clearly show objective data on behavioural traits (not a manager’s subjective feelings) that can encourage an employee to better understand their growth areas, so they can take some responsibility for their own engagement levels. This allows goals to be set in discussion with their manager.These 3 areas above – importance level, satisfaction in the areas of importance, and an employee’s behavioural traits work together to give a clear picture for the manager to increase employee engagement.Fourth, finally there is a need to take an organisational approach of assessing employee engagement, so organisational culture can be addressed. This allows for each individual employee to address engagement but also for the culture of the organisation to be addressed to have a supportive environment for higher engagement levels.If you are interested in learning more about a quality instrument that enables the implementation of this four-point strategy, then learn more <a target="_blank" href="https://bit.ly/engagementretention">here</a>.
Topic/Question 7 results text 4-6
EMPLOYEE ENGAGEMENT AND RETENTION TIPS:People who are frustrated in this area find that significant improvement occurs when they assess, develop, and implement a four-point strategy.Research is clear that higher employee engagement levels produces greater productivity, higher retention levels, and better organisational cultures. So, what is needed?First, there is a need to find out at an individual level what expectation area/s each employee considers to be most vital for them. Previously employers simply changed benefits, rewards and compensation. However, to address key intrinsic motivators, focus needs to be given to eight areas, being: development, remuneration, leadership authority, social, appreciation, communication, personal and work life balance.To assist in knowing employee expectations levels, we do now have a way to simply measure these, so there is no need for guess work. This allows for a manager to know how to best manage each of their direct reports to increase engagement. Second, after discovering the key workplace expectation area/s for the employee, the employer needs to understand the level of satisfaction being currently experienced in that area. This is the platform from which to have a constructive discussion to address dissatisfaction and increase engagement.Third, to use metrics which clearly show objective data on behavioural traits (not a manager’s subjective feelings) that can encourage an employee to better understand their growth areas, so they can take some responsibility for their own engagement levels. This allows goals to be set in discussion with their manager.These 3 areas above – importance level, satisfaction in the areas of importance, and an employee’s behavioural traits work together to give a clear picture for the manager to increase employee engagement.Fourth, finally there is a need to take an organisational approach of assessing employee engagement, so organisational culture can be addressed. This allows for each individual employee to address engagement but also for the culture of the organisation to be addressed to have a supportive environment for higher engagement levels.If you are interested in learning more about a quality instrument that enables the implementation of this four-point strategy, then learn more <a target="_blank" href="https://bit.ly/engagementretention">here</a>.
Topic/Question 7 results text 7-9
EMPLOYEE ENGAGEMENT AND RETENTION TIPS:People doing well in this area find that improvement still occurs when they assess, develop, and implement a four-point strategy.Research is clear that higher employee engagement levels produces greater productivity, higher retention levels, and better organisational cultures. So, what is needed?First, there is a need to find out at an individual level what expectation area/s each employee considers to be most vital for them. Previously employers simply changed benefits, rewards and compensation. However, to address key intrinsic motivators, focus needs to be given to eight areas, being: development, remuneration, leadership authority, social, appreciation, communication, personal and work life balance.To assist in knowing employee expectations levels, we do now have a way to simply measure these, so there is no need for guess work. This allows for a manager to know how to best manage each of their direct reports to increase engagement. Second, after discovering the key workplace expectation area/s for the employee, the employer needs to understand the level of satisfaction being currently experienced in that area. This is the platform from which to have a constructive discussion to address dissatisfaction and increase engagement.Third, to use metrics which clearly show objective data on behavioural traits (not a manager’s subjective feelings) that can encourage an employee to better understand their growth areas, so they can take some responsibility for their own engagement levels. This allows goals to be set in discussion with their manager.These 3 areas above – importance level, satisfaction in the areas of importance, and an employee’s behavioural traits work together to give a clear picture for the manager to increase employee engagement.Fourth, finally there is a need to take an organisational approach of assessing employee engagement, so organisational culture can be addressed. This allows for each individual employee to address engagement but also for the culture of the organisation to be addressed to have a supportive environment for higher engagement levels.If you are interested in learning more about a quality instrument that enables the implementation of this four-point strategy, then learn more <a target="_blank" href="https://bit.ly/engagementretention">here</a>.
Topic/Question 7 results text 10-12
EMPLOYEE ENGAGEMENT AND RETENTION TIPS:People who are successful in this area still find that ongoing improvement occurs when they assess, develop, and implement a four-point strategy.Research is clear that higher employee engagement levels produces greater productivity, higher retention levels, and better organisational cultures. So, what is needed?First, there is a need to find out at an individual level what expectation area/s each employee considers to be most vital for them. Previously employers simply changed benefits, rewards and compensation. However, to address key intrinsic motivators, focus needs to be given to eight areas, being: development, remuneration, leadership authority, social, appreciation, communication, personal and work life balance.To assist in knowing employee expectations levels, we do now have a way to simply measure these, so there is no need for guess work. This allows for a manager to know how to best manage each of their direct reports to increase engagement. Second, after discovering the key workplace expectation area/s for the employee, the employer needs to understand the level of satisfaction being currently experienced in that area. This is the platform from which to have a constructive discussion to address dissatisfaction and increase engagement.Third, to use metrics which clearly show objective data on behavioural traits (not a manager’s subjective feelings) that can encourage an employee to better understand their growth areas, so they can take some responsibility for their own engagement levels. This allows goals to be set in discussion with their manager.These 3 areas above – importance level, satisfaction in the areas of importance, and an employee’s behavioural traits work together to give a clear picture for the manager to increase employee engagement.Fourth, finally there is a need to take an organisational approach of assessing employee engagement, so organisational culture can be addressed. This allows for each individual employee to address engagement but also for the culture of the organisation to be addressed to have a supportive environment for higher engagement levels.If you are interested in learning more about a quality instrument that enables the implementation of this four-point strategy, then learn more <a target="_blank" href="https://bit.ly/engagementretention">here</a>.
Topic/Question 8 results text 1-3
PROFESSIONAL DEVELOPMENT TIPS:People who struggle with getting the most out of their professional development strategy find that significant improvement occurs when they use a just-in-time approach compared to a just-in-case approach:There is a lot of development and training pathways today that involve learning information that we store up in case we need it one day. However, research shows that the best way that adults learn is through action-reflection that is directly correlated to job specific outcomes.If increased competency in any area is to be achieved, one needs to attempt stretch goals that exposes an amount of gap reality. Realising a genuine gap in competency awakens the adult mind to urgent learning.Hence, there are three key elements for executive leadership development needed to set up this type of learning environment:1. First, an accurate assessment that maps recognised executive leadership competencies with the leader’s psychometric behaviours that will improve performance is essential. Naturally, at an executive level, leadership behavioural competencies are most critical for increased strategic performance.2. Second, there may be specific business executive level competencies that also need attention, whether improving strategic planning, team leadership, or other executive level activities. Most executives are aware of these areas and need to receive direct training to fill any gaps. 3. Finally, with an accurate assessment, measurable goals can be generated, being tied to specific business outcomes. Most senior level leaders choose to work one-to-one with an executive coach, because they clarify goals and hold leaders to personal accountability. Furthermore, leadership is often lonely at the top with a difficult balance of how much one can share with their direct reports, while coaching allows for confidential strategic discussions with an objective perspective. Starting point for <a target="_blank" href="http://bit.ly/execdevelop">solution here</a>
Topic/Question 8 results text 4-6
PROFESSIONAL DEVELOPMENT TIPS:People who are frustrated with getting the most out of their professional development strategy find that significant improvement occurs when they use a just-in-time approach compared to a just-in-case approach:There is a lot of development and training pathways today that involve learning information that we store up in case we need it one day. However, research shows that the best way that adults learn is through action-reflection that is directly correlated to job specific outcomes.If increased competency in any area is to be achieved, one needs to attempt stretch goals that exposes an amount of gap reality. Realising a genuine gap in competency awakens the adult mind to urgent learning.Hence, there are three key elements for executive leadership development needed to set up this type of learning environment:1. First, an accurate assessment that maps recognised executive leadership competencies with the leader’s psychometric behaviours that will improve performance is essential. Naturally, at an executive level, leadership behavioural competencies are most critical for increased strategic performance.2. Second, there may be specific business executive level competencies that also need attention, whether improving strategic planning, team leadership, or other executive level activities. Most executives are aware of these areas and need to receive direct training to fill any gaps. 3. Finally, with an accurate assessment, measurable goals can be generated, being tied to specific business outcomes. Most senior level leaders choose to work one-to-one with an executive coach, because they clarify goals and hold leaders to personal accountability. Furthermore, leadership is often lonely at the top with a difficult balance of how much one can share with their direct reports, while coaching allows for confidential strategic discussions with an objective perspective. Starting point for <a target="_blank" href="http://bit.ly/execdevelop">solution here</a>
Topic/Question 8 results text 7-9
PROFESSIONAL DEVELOPMENT TIPS:People who are doing well with getting their professional development strategy still find that significant improvement occurs when they use a just-in-time approach compared to a just-in-case approach:There is a lot of development and training pathways today that involve learning information that we store up in case we need it one day. However, research shows that the best way that adults learn is through action-reflection that is directly correlated to job specific outcomes.If increased competency in any area is to be achieved, one needs to attempt stretch goals that exposes an amount of gap reality. Realising a genuine gap in competency awakens the adult mind to urgent learning.Hence, there are three key elements for executive leadership development needed to set up this type of learning environment:1. First, an accurate assessment that maps recognised executive leadership competencies with the leader’s psychometric behaviours that will improve performance is essential. Naturally, at an executive level, leadership behavioural competencies are most critical for increased strategic performance.2. Second, there may be specific business executive level competencies that also need attention, whether improving strategic planning, team leadership, or other executive level activities. Most executives are aware of these areas and need to receive direct training to fill any gaps. 3. Finally, with an accurate assessment, measurable goals can be generated, being tied to specific business outcomes. Most senior level leaders choose to work one-to-one with an executive coach, because they clarify goals and hold leaders to personal accountability. Furthermore, leadership is often lonely at the top with a difficult balance of how much one can share with their direct reports, while coaching allows for confidential strategic discussions with an objective perspective. Starting point for <a target="_blank" href="http://bit.ly/execdevelop">solution here</a>
Topic/Question 8 results text 10-12
PROFESSIONAL DEVELOPMENT TIPS:People who are successful with their professional development strategy find that continuous improvement still occurs when they use a just-in-time approach compared to a just-in-case approach:There is a lot of development and training pathways today that involve learning information that we store up in case we need it one day. However, research shows that the best way that adults learn is through action-reflection that is directly correlated to job specific outcomes.If increased competency in any area is to be achieved, one needs to attempt stretch goals that exposes an amount of gap reality. Realising a genuine gap in competency awakens the adult mind to urgent learning.Hence, there are three key elements for executive leadership development needed to set up this type of learning environment:1. First, an accurate assessment that maps recognised executive leadership competencies with the leader’s psychometric behaviours that will improve performance is essential. Naturally, at an executive level, leadership behavioural competencies are most critical for increased strategic performance.2. Second, there may be specific business executive level competencies that also need attention, whether improving strategic planning, team leadership, or other executive level activities. Most executives are aware of these areas and need to receive direct training to fill any gaps. 3. Finally, with an accurate assessment, measurable goals can be generated, being tied to specific business outcomes. Most successful senior level leaders choose to work one-to-one with an executive coach, because they clarify goals and hold leaders to personal accountability. Furthermore, leadership is often lonely at the top with a difficult balance of how much one can share with their direct reports, while coaching allows for confidential strategic discussions with an objective perspective. Starting point for <a target="_blank" href="http://bit.ly/execdevelop">solution here</a>
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Step 1 of 9

How do you feel about your effectiveness in growing each of your employees' Talent?

How well do you feel your employees are emotionally engaged in their commitment to your organisation?

Do you have a clear development pathway for each of your employees that matches business objectives?

How do you feel about your team's functioning: both in its culture and results?

How do you feel about your current success in recruiting top talent?

How do you feel about your attention to developing your own leadership growth?

How do you feel about your communicational effectiveness to grow relationships and achieve objectives?

How do you feel you are doing in aligning new talent, relationally, with their direct manager?