Talent Management - July 2008 - (Page 10)

[human performance] by Harold D. Stolovich, Ph.D., CPT W W Outstanding Performance Professionals’ Characteristics the Outstanding Performance Professional hat makes an outstanding peraffects others. Single, simple soformance professional? This is the lutions, while attractive, rarely question we at HSA Learning & achieve long-term performance Performance Solutions posed to a improvement. The system view number of recognized experts durweaves together a web of intering interviews at a variety of conventions that are mutually supferences. They worked in specialty portive. areas such as human resource man4. Appropriately involve others: agement, human resource developSuccessful performance profesment, organizational development, sionals seek out complementary organizational effectiveness, perskills, experiences and power formance consulting and learning sources to support an effort, such and development. After sorting and collating responses, what emerged was a remarkable consensus about 10 The performance characteristics shared by professional is an analytic exceptional talent and HR leaders. and systematic investigator. 7. Sort out and maintain a ﬁrm hand on priorities: This results in adherence to business needs. A byproduct is protection from spontaneously appearing miracle-cure seductions. All projects have the potential to slip off course because of new, exciting “discoveries” reported to clients. It demands skill and wisdom to absorb new information while maintaining goal focus. The ability to suppress distractions, including faddish hype and the latest and greatest technological marvel, is a major asset. About the Author Harold D. Stolovitch, Ph.D., is a principal of HSA Learning & Performance Solutions LLC and is an emeritus professor of instructional and performance technology at the Université de Montréal. He can be reached at editor@talentmgt.com. The following 10 characteristics of outstanding workplace performance specialists detail the value they can bring to both organizational clients and the talented performers who make up the organizations’ workforces: 1. Focused on client need: Exemplary performance professionals never lose sight of the primary mission: valued performance. They are not swayed by enthusiasms or constraints. They ably separate wants and whims from true needs and stick to required outcomes despite pressures. 2. Cause-conscious, not solutionfocused: The performance professional is an analytic and systematic investigator. This leads to decision making based on data, hard evidence and a thorough sifting of facts. As a result, solutions are derived from cause, not opinion. 3. Systemic thinkers: This means outstanding performance professionals view workplace and talent gaps holistically. They anticipate how change in one area as those of authority ﬁgures, knowledgeable individuals and union representatives. They draw strength from diversity. They are project orchestra leaders. 5. Organized, rigorous and prudent: The true performance professional lets data and credible evidence speak for itself. This characteristic builds trust with management, clients and stakeholders. It increases support for a project and smoothes the way for work to progress. It also enhances the belief that solution recommendations will deliver as promised due to data-based decisions and actions. 6. Sensitive to the need for verifying perceptions: Careful performance professionals continuously conduct reality checks with reliable people. They double and even triple-test interpretations. By frequently checking and rechecking understandings, they ensure the project is on the right track. Investments in “verifying time” are worthwhile because they negate the need for rework and can eliminate the ill feelings that result from misinterpretation. 8. Diplomatic and credible: Being able to overcome resistance without antagonizing, while convincing decision makers and team members to remain on track has powerful payoff. This characteristic takes the edge off rejection of nonessential recommendations. It fosters smoother implementation of talent interventions and the attainment of performance goals without bitterness. 9. Generous in giving credit to others: By highlighting other people’s accomplishments and sharing in success rewards and recognition, performance professionals achieve loyalty to the project. They also draw out the best from all players. 10. Principled, yet ﬂexible: True performance professionals stick to bottom-line outcomes. They bend with pressures and constraints without deviating from the mission. 10 July 2008 talent management magazine www.talentmgt.com http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - July 2008

Talent Management - July 2008 Editor’s Letter Human Performance Leading Edge Learning Connections Guest Editorial Passive Candidate Recruiting: Evolving with a Changing Workforce How Do They Feel? Sec Regulations and Executive Compensation Performance Management: A Retail Perspective Train the Non-Trainer Management-Go-Round: Developing Future Leaders Netflix Creates Its Own Script for Talent Management Intuit Spotlights Strategic Importance of Global Employee Recognition Make HR a Profit Center: Automate Technology to Gather Tax Credit Data Offshoring and the Impact on Talent Management Advertisers’ Index Editorial Resources Full Potential

Talent Management - July 2008

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