Empowering Empoyees
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1. Demonstrate your value people
Showing our appreciation for others contributions can be approached in different ways other than offering competitive pay, perks, promotions, professional development, paid time off, flexible schedules and work-life balance. These incentives do not necessarily inspire trust and loyalty which are required in core issues in retention.
According to an information technology workforce, fair compensation and benefits are a priority but a stimulating work environment is as important. For some employers, focus on making the jobs interesting and challenging and providing employers with additional opportunities and challenges are the key essentials. Implementing latest technologies can be a powerful retention device but not always possible. Autonomy is often more highly valued than overall compensating such as it workers want certain amount of control over their work and careers.
Recognition programs are cheap and effective. They offer feedbacks instantly and they also are cheap and effective. These programs recognize high performing workings for those employees who crave for tangible and expressions.
2. Share leadership vision
According to McMaster University in Hamilton they asked 14 organizations, in both private and public sectors, to share their leadership skills and experiences in a benchmarking study. The organizations demonstrated a serious commitment to building management and leadership as a strategic priority. Research found, from their experiences and approaches, point to seven leadership guide posts that can help other organizations on the leadership development journey.
Driving forces from organization are varied. Establish the importance of developing leaders among the many competing priorities that face the organization. Driving forces include rapid growth, the need to unify the culture following acquisitions, an employer of choice branding strategy and an emphasis on developing leaders from within rather than recruiting from outside.
The foundation
Leadership development should start with the organizational strategy, values, and desired capabilities and culture. One organization has adopted a road map for development of leaders with three focal points: demonstrating business acumen (business value and results), influencing people (engagement and performance), and managing work (management of people and integrated processes). Another organization builds its leadership brand on four interrelated foundations: company strategy, values, competencies and the stake holders, employee, suppliers, customers and community within which the company ale fires its business objectives and measures of success.
Integrated approach
The key components and process of an integrated approach consists succession planning and talent management expanding the talent pool, performance management, rewards strategy, development planning, career pathing, coaching and mentoring within an overall organizational development, culture change and change managing strategy. The key component of the transformation is leadership development. Implementing a comprehensive organization change road map is based on a model that ties together with the objectives, measures and processes that are headed to transform the culture and to enhance performance.
There are three types of paths, these include experience and based opportunities, feedback and relationship opportunities and education – based opportunities. Many companies explicitly follow these three paths; they generally ranked from experience – based (greatest impact) to education – based (least impact). One organization places a lot of emphasis on experience, which is based on leadership development through job assignments, projects teamwork, career moves and, where applicable, international exposure.
Target and select
To target and select people for the most appropriate leadership developing programs, effective programs are differentiate by different levels and groups. These programs are tailored to individual needs, a process that can be foster relationships and collaborative learning among those in similar roles.
Competencies, Knowledge and skill areas.
Analysis and determine what areas are required to support the organizations objectives and build them into the leadership development programs. These programs should be developed that is closely to the foundation, it is essential to identify the organizational, team and individual competencies that will serve as focus for learning and application. These competencies must be broad enough to express high-level leadership requirements and apply to everyone, but specific enough to serve as a learning guide and road map for persons.
Delivery,