Millennials Want to Be Coached at Work

...The young people in your office...crave — and respond to — a good, positive coach, who can make all the difference in their success. In a global survey that we at SuccessFactors conducted in 2014 in partnership with Oxford Economics, 1,400 Millennials told us they want more feedback from their managers...most Millennials want feedback at least monthly, whereas non-Millennials are comfortable with feedback less often. Overall, Millennials want feedback 50% more often than other employees. They also told us that their number one source of development is their manager, but only 46% agreed that their managers delivered on their expectations for feedback...

Our subsequent conversations with hundreds of Millennials made it clear that what they want most from their managers isn't more managerial direction, per se, but more help with their own personal development. One Millennial we spoke with summed up a theme we heard again and again: “I would like to move ahead in my career. And to do that, it’s very important to be in touch with my manager, constantly getting coaching and feedback from him so that I can be more efficient and proficient.”

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Source: Karie Willyerd (www.hbr.org)

How to Help Your Team Bounce Back from Failure

No one likes to fail. And while we all know the importance of learning from mistakes, both individuals and teams can struggle to bounce back from big blunders. Whether it was a project that didn’t meet its targets or an important deadline that you all missed, what can you do to help your employees recover? How can you help them see the experience as an opportunity for growth instead of the kiss of death?

What the Experts Say It’s often harder to lead a team past a failure than it is to help one person. “People are coming into projects with different expectations, perspectives, levels of investment, and different things at stake,” explains Susan David, a founder of the Harvard/McLean Institute of Coaching and author of the HBR article, “Emotional Agility.” “Some people may be very resilient and others might feel more bruised,” Ben Dattner, an organizational psychologist and author of The Blame Game. “All the things that individuals fall prey to — misattribution and rationalization — are compounded on a team and add exponential complexity to the process.” It doesn’t matter whether one person on your team is at fault or if everyone bears some of the responsibility, it’s your job as the manager to help the entire group move on. Here’s how.

First, take control of your own emotions...

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Source: Amy Gallo (www.hbr.org)

Five Things That Repel Candidates

All the data shows that we're about to enter a period of massive talent shortage. The events of the global recession have acted as a bit of a smoke-screen to the underlying facts - more and more businesses are growing, and there is less specialist talent.

As unemployment is falling, so too are there other forces at work. More start-ups than even before. The increase of remote working. And perhaps most influential of all: the effect of social - with the internet, most candidates have made up their minds on a company waaayyy before they turn up to interview (if they decide to attend in the first place).

All this means that hiring managers need to be more careful than ever when interviewing. News travels faster than ever - your reputation is more important than even before.

Here are five things that all hiring managers must avoid:

1) Not following up quickly (or even worse not following up at all)...

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Source: Jas Singh (www.linkedin.com)

Before You Hire Anyone, Ask These 2 Questions

Building a business is scary, challenging, frustrating, but above all, ultimately fun. It's a rush to know your company is getting bigger.

And because it is, and because the work tends to pile up so far so fast, you might be in a hurry to add people to your team. That's understandable.

But whether this is your first hire or your 40th, it's a good idea to ask these two questions before you start issuing anyone a W-2.

1. What are we missing?

You always want complementary skills. Some people only think this is required at the beginning, when you look to find a Ms. Outside to your Mr. Inside. But they are not thinking big enough.

Yes, of course, when you are first getting under way, you want someone who offsets your weaknesses with his or her strengths.

But even when you are growing, you want to keep that concept in mind. Companies, departments, and teams take on characteristics of their own and they can become over-indexed in an area. You can end up with too many number crunchers or too many people who are great at strategy but not enough who are implementers. Balance is important at every stage of a company's growth. When things get out of whack, problems usually follow.

And that brings us to point 2...

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Source: Paul B. Brown (www.inc.com)

Here's one thing great bosses should never say

That person who is our boss has a tremendous impact on us at work — far beyond the obvious things like which office we are assigned to, or the jobs we do each day. The better the boss, the more engaged team members are, and the better their performance.

In one study of more than 2,500 leaders in a large financial services company, the engagement, satisfaction, and commitment levels of people working for the organization's worst leaders was only 4%, while the engagement, satisfaction, and commitment levels of people working for the organization's best leaders was an astronomical 92%.

When you're a boss, what you say matters. Your words can have an immediate — and long-lasting — effect on your people, and as a result, on your customers, suppliers, shareholders, and community.

While there are many things the best leaders say to the members of their team to inspire them to greater levels of engagement and performance, there are some things you should just never say — particularly this one thing: 

"I give up."

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Source: The Build Network (www.businessinsider.com)

4 Ways to Build a Better Faster Talent Pipeline

We hear a lot about sales pipelines, but do you also think about talent management that way? It makes sense. Not everyone is destined to stay with your company or organization for the long term. It helps to think about talent as a pipeline, a continuous process.

Your talent pipeline includes new talent, intermediate talent, high capability talent, interim talent, and management and leadership talent. Then you need a way to move new talent to intermediate and high capability positions. You"ll need to secure interim talent to cover service gaps or other operating needs, which could be sourced from an agency, other departments, or a contingent talent pool.

1. Rapid On-Boarding & Accelerated Job Proficiency Training for New Hires

For new hires, having a Learning Path in place for their position guarantees an efficient and rapid on-boarding process, usually for the first weeks or months in a new job, which are the most difficult for a new employee. Employees are most daunted during that time and more apt to leave if there is no tangible development plan in place. The Learning Path, which contains all the training and learning they will need to perform well on that particular job and shows them what they will be learning and doing by when, alleviates this pressure...

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Source: Arupa Tesolin (www.linkedin.com)