HRO Today April 2015 - 43

Managing Talent
this work is done, the better. Without clarity of specific
deliverables or expectations, employees get worried. HR
should drive senior leadership to make decisions early
and to communicate those decisions at every level.
The How You Are Doing Conversation
The second conversation is designed to help individuals
course correct, continue as planned, or gain new
insights that could add to the end results. Coaching and
feedback are at the core of this conversation.
HR can add tremendous value if they train managers
on coaching. Coaching makes a significant difference in
employee performance. If everyone in the organization
acted as a positive coach to each other, the results would
be amazing. HR can play a big role by hiring people
who care about other people's development and then
helping to promote this culture inside the organization.
HR should help managers stay close to employees. If a
manager did a calendar audit of the last three months,
what percentage of time would have been spent with
employees? It is typically low. Set up management
routines that create opportunities to connect with
employees on an ongoing basis.
The How Did You Do Conversation
This conversation should be easy if you have done
the other two conversations well. It's the period at
the end of the sentence you have been writing all
year long. If employees are getting surprised in their
reviews, managers should be fired because they clearly
haven't been doing their job. The time is now to take
this seriously. The conversation centers around if the
employee missed, met, or exceeded goals. It's that
simple and HR should make it only as complicated as it
needs to be to get the key points across.
Reviews are also more useful when they represent
the summary experience of all of the employee's
stakeholders. Until this is an integral part of a
manager's process, HR can help by working with the
managers and employees to share the responsibility of
soliciting this input.
The Money Conversation
People expect to be fairly compensated for their work.
The money conversation explicitly outlines what is to
be gained under specific circumstances. HR can help
employees stay current on the financial performance of
the business through updates or communication of key
metrics. The key here is no surprises. Be transparent at
the start, throughout the year, and at the end.
To drive fair and equitable rewards, it's important to
understand how individual performance rates compared
to similar roles and levels of performance. Facilitating a
calibration process is a big area where HR can add value.
By gathering managers to discuss their direct reports,
ratings, and results and benchmark them against each
other, HR helps ensure fair and equitable treatment
across the board as well as drive a pay-for-performance
culture.
The How You Can Grow Conversation
The last essential conversation is about how employees
will continue to add to their experience base and skill
set. It is necessary to outline and execute against specific
and desired areas for development, both in the near and
longer term. HR needs to aggressively hold managers
accountable for allocating time and resources to invest
in their teams. HR can also work toward creating
a large set of resources-many that are free-that
managers and employees can draw on for the purpose
of development. HR should educate managers and
executives on the concept of an integrated approach
to talent management and make it a reality. The
employee has one job and one set of experiences, so
they should have one development plan and one set of
comprehensive assessments.
HR has the opportunity to make a big difference in
the quality of the employee life and the success of the
organization with a fierce commitment to all things
people related being tied to each other. This will result
in a positive impact for the employee and in turn, the
business. The five conversations go a long way in making
this a reality.
Kim Janson is author of the book " Demystifying Talent Management:
Unleash People's Potential to Deliver Superior Results " and CEO
of consulting firm Janson Associates. She has 20-plus years
experience working in senior roles including chief talent management
officer at the H.J. Heinz Company and SVP leadership development
at Bank of America.
APRIL 2015 | www.hrotoday.com
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HRO Today April 2015

Table of Contents for the Digital Edition of HRO Today April 2015

HRO Today April 2015 - 1
HRO Today April 2015 - 2
HRO Today April 2015 - 3
HRO Today April 2015 - 4
HRO Today April 2015 - 5
HRO Today April 2015 - 6
HRO Today April 2015 - 7
HRO Today April 2015 - 8
HRO Today April 2015 - 9
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HRO Today April 2015 - 11
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