Training Magazine - July 2008 - (Page 44)

5TALENT MANAGEMENT ISSUE5 Hidden Potential company’s senior leadership team and has proven himself to be a “tremendous asset” to the organization. That’s how Reimer discovered her director of marketing wanted to start and run a new business development department. (Today, he’s doing just that.) And when one of the company’s toll-free operators expressed a desire to move into the company’s business office, but was concerned because she didn’t have any experience or training, Reimer enrolled her in a class. Today, the operator runs Design Basics’ accounts receivables department. Westfield Insurance has proven this “sit-down” strategy can work well even in larger organizations. The 2,500-employee company has a formal “career pathing” service. Employees at every level are encouraged to meet with “neutral” professionals in the HR department who specialize in leadership development to talk about what they want to do in the future and how to make it happen. Look in Unlikely Places Another effective way to identify unlikely leaders is to look for them in unlikely places, according to Lois Melbourne, CEO and co-founder of Aquire Inc., an Irving, TX-based workforce planning and talent management company. Employees who are involved in outside volunteerism, for example, often make exceptional leaders. “When someone is willing to say, ‘I’ll join Habitat for Humanity and spend my weekends helping others in my community,’ that’s a great sign Creating the right circumstances for lowprofile talent to become more visible within the organization is yet another best practice for ensuring your superstars-inwaiting don’t get left in the wings. After determining employees’ interests and aspirations, for example, Reimer typ—Linda Reimer, former part-timer and ically creates a position for them based on now president of Design Basics Inc. these proclivities and begins sending stretch assignments their way to see how they perform. Then, she watches to see you’re dealing with a highly motivated, adaptable person who is whether they display the leadership qualities she values most. willing to lead in unselfish ways.” Melbourne also advises look“Are they willing to try new things and come up with new ideas? ing for instances of internal volunteerism, such as receptionists Are they willing to take risks and work hard?” Most importantwho frequently contribute stories and ideas to the company ly, she looks for those who are committed to learning and newsletter, administrative assistants and line workers who are personal growth. always searching for ways to improve processes and spark innoLike Design Basics, Westfield Insurance uses trait-based leadvation, and those who exhibit a tendency to raise their hand ership competencies (such as problem-solving, flexibility, whenever the organization is looking for help or input. interpersonal savvy, and learning potential) to identify the high Peer-to-peer employee recognition programs also can identify potentials within its ranks. All leadership competencies required hidden potential. “Looking at those who receive awards and for advancement are broadcast to the entire organization, and those who make a practice of nominating others can give you a competency-based training tied to each one is made available to strong pool of candidates to examine for high-potential qualiall. Development plans typically include action items for ties,” Melbourne says. “Those who are willing to stand up and increasing employees’ visibility within the organization and with give others a pat on the back often make the best leaders.” senior leaders, says Lyons. These might include rotational assignments, job shadowing, and networking activities. Lyons herself already has lost one executive assistant—who If you still find yourself grasping for ways to spot undiscovered is now a recruiter within the company—to the success of potential, try requiring your managers and supervisors to reguthese programs, and she likely soon will lose her current larly sit down with each of their employees and zero in on one assistant, too. The assistant recently became a manager and is simple question: What is your dream job? utilizing the company’s tuition reimbursement program to That’s what Reimer does at Design Basics.“If you don’t talk to earn her bachelor’s degree. people and create an opportunity for them to feel comfortable Far from frustrated by the disruption staff changes such as these discussing their hopes and aspirations, you’ll never know who can cause, Lyons says, “Giving employees at all levels opportuniwants to become a leader, who is willing to take on riskier assignties to stay with the company and grow is a huge talent attraction ments, and who might want to move cross-functionally within and retention tool. When an organization recognizes the value of the organization.” retaining loyal employees and developing those who are looking This approach has paid off for Design Basics and its employees. for new challenges, it is a big win for everyone.” t “Too many times, when people in authority want to turn over the reins, they look for someone next in line—those at the vice president or director level.” Create Opportunities Just Ask 44 | JULY / AUGUST 2008 t r a i n i n g w w w. t r a i n i n g m a g . c o m http://www.trainingmag.com

Table of Contents Feed for the Digital Edition of Training Magazine - July 2008

Training Magazine - July 2008 Contents Online TOC Editor’s Note Training Today Soapbox How-To World View Managing the Magic Keys to the Kingdom Good Job! Personalities & Performance Hidden Potential The Executive Entrance Live & Online No More Revolving Door Questions for Covey TMI Brochure

Training Magazine - July 2008

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