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Talent Calibration Can Rise Above Politics. But How?

Are you involved in your organization’s talent calibration process? Think back to the last session you attended with executives. Did they mostly stay quiet? Perhaps experience taught them that opening up about employees exposes them to career-damaging shoot-from-the-hip criticism. Or they may think it reflects poorly on them as leaders if staff members’ ratings are less than stellar.

Unfortunately, this is a common situation. And too often, it leads to needless bias in talent ratings. Hyperbolic statements like “She’s fantastic!” or “He’s a superstar!” don’t help. Actually, leaders’ talent calibration input can be distorted by many factors — territorial issues, inflated egos, unconscious bias, a lack of exposure to employees, and more.

How can you minimize the impact of these variables? After working with many senior leadership teams who’ve faced these challenges, we’ve developed an approach that removes politics from the equation. It’s a two-step process:

  1. Capture leadership behaviors on a scorecard.
  2. Rely on data-based decision-making to drive calibration.

Here’s how it works…

The Behavior Scorecard: Measuring Means and Ends

Some executives are wildly successful, yet they’re notorious for leaving a “trail of bodies” behind them. When the end always justifies the means, it sends a negative message that can seriously damage your organization’s culture.

Before executives calibrate talent, they need a way to manage “ends” and “means” that avoids in-the-moment bias. The answer? Emphasize observable behaviors that reflect your cultural mindset and values. Rather than relying on a standard off-the-shelf competency model, focus on real behaviors that are valued in your organization.

Partnering an in-house team with an external challenger can provide a more balanced perspective. Also, expand your interviews beyond top executives. Perspectives from across the organization help create a realistic and authentic framework. Use focus groups, surveys, and other instruments to help illuminate the nature of leadership at all levels of the organization.

Most companies have already performed much of this work, and the evidence is located in multiple places. Start by analyzing verbatim comments from engagement surveys. Review consultant reports based on employee interviews. Interview people at all levels to understand what is valued currently, and what will help the organization advance. Using this data, you can construct a simple set of leadership priorities, including specific behaviors that can shape assessments and learning opportunities.

Assessments based on these behaviors can be one data point in an executive leadership scorecard. Others might include mobility, diversity goals, engagement survey data, ethical conduct, and participation in employee resource groups. Clearly define measures of leadership behavior that will move your organization in the right direction.

Data-Based Decision-Making: 4 Steps

We suggest a simple 4-step, data-driven decision methodology. We call it the “STAR” process — survey, talent card, assessment, and review. This encourages ongoing conversations about executive talent between peers. It also ensures visibility of organizational talent and breaks down silos to increase mobility, career development and advancement.

1. Survey

Understand a leader’s ‘brand’ before calibration.

Conduct a survey based on the potential and visibility of the “brand” each executive has developed with their peers. To promote a robust discussion, compare each executive’s pre-calibration response with responses from peers. This exercise can be especially helpful for succession planning and development.

2. Talent Card

Show a full view of the leader and their organization.

Use this card to aggregate data about leaders and how they manage their teams. Ideally, it features scorecard data, performance data, risk data, and ethical data. It can also include other relevant organizational data such as spans, layers, diversity, and profit and loss responsibility. To offer a broader perspective, you may also want to add responses from employee surveys.

3. Assess

Weight each item to determine a starting score.

For all talent card data, assign a relative weighting based on importance. This creates a set of “scores” based solely on data. These scores are your calibration starting point. Stack rank the list of leaders by score to identify top, middle, and bottom ranges. A leader’s manager can keep the ranking, or challenge it and add commentary. This balances manager reviews and data-based reviews of executive talent.

4. Review

Prep for calibration.

A review period gives executives a starting point to calibrate talent based on available data. Differences between ratings reveal where the “heat” of conversations should focus during a calibration meeting. This review cycle encourages dialogue about gaps before a calibration session. Encourage participants to stay curious and check their biases. Also, prompt them to ask questions that will deepen their understanding, rather than to explain or defend.

The Calibration Session

After completing the pre-work, you can focus on the gaps between data and manager review as a starting point for talent discussions. It also creates opportunities to ask useful probative questions about each leader. For example:

  • Were appropriate goals established?
  • Is this a “how” or “what” issue?
  • Are they seen as a “blocker” for other talent?
  • How do they interact with peers?
  • Are they visible enough?
  • Do they need to move on to a new role?

The calibration team does more than simply determine an appropriate rating. It also makes data-driven decisions around talent actions. Next steps and plans for both struggling and high-potential talent can be recorded during the session.

Benefits of a Better Talent Calibration Process

We’ve worked with many senior leadership teams who’ve faced serious talent calibration challenges. When one firm used this process to deepen their talent discussion, it helped them create more effective development plans and design more confident action plans during the calibration session.

This planning process enabled executives to conduct more fruitful conversations with their most talented leaders. And these conversations about strengths, opportunities, and career paths within the company resulted in increased mobility through promotions, retirements, and resignations. As a result, the company made way for new talent, while increasing the visibility and mobility of diverse talent.

By relying on available data and linking evaluations to transparent behaviors, you too can reduce bias and improve the conversation about enterprise executive talent. Ultimately, you can minimize the unwanted influence of politics in discussions and decisions about your organization’s most precious resource — talent.

 


EDITOR’S NOTE: In developing this article, Jennifer Tice collaborated with Andy Atkins, VP, Executive and Team Performance Practice at BTS, a global consultancy. For more than three decades, BTS has been designing powerful experiences that have a profound and lasting impact on businesses and their people.

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The Power of a Purposeful Hashtag: #WorkTrends

If we’ve learned anything over the past decade, it is the power of a hashtag…

#WorkTrends has been on quite an adventure. Over the past 10 years, TalentCulture’s signature podcast has introduced us to great minds in the HR space. We’ve produced over 700 episodes — packed with insights, future-casting and anticipated trends.

We’ve had an incredible range of guests on #WorkTrends, from CEOs to technologists to practitioners, psychologists, data mavens and more. They’ve given us unparalleled perspectives and wisdom on so many subjects — leadership, recruiting, management, recognition, strategizing, coping, thriving. How, where, when, and even why we work is ever-expanding — and we’re proud to say our savvy guests predicted every pivot, and every moment. 

In our episodes and in our Twitter chats, we’ve heard some groundbreakers I’ll never forget. Listing the many names would take pages and pages, so to all our guests so far I’ll just say this: Thank you for gracing the #WorkTrends stage with your presence and your brilliance. 

And now it’s time to expand these amazing discussions… it is time to release them into the world.

The Power of Change

Even before the massive changes of 2020, TalentCulture was planning our own set of changes: a new website, an expanded community, and a new way to bring #WorkTrends to our growing audience. We recognized that in today’s business world, we’re connecting across digital space more than ever before. And we realized there isn’t a better time than now to broaden our discussions. 

So we’re inviting everyone to join the #WorkTrends conversation beyond Twitter — and across more social media channels. We’re taking #WorkTrends to LinkedIn, Facebook, Google and beyond. Of course, you’ll find the same dynamic conversations about key work topics and all the issues that matter. Instead of exclusively through a weekly Twitter chat, though, #WorkTrends will be an ongoing discussion.

We believe the world of work is limitless: it’s a wellspring of energy and engagement. And to honor that, we’re opening the gates. 

The Power of a Purposeful Hashtag

#WorkTrends is now a legacy hashtag. It’s become a classic that represents all the best minds and conversations. We’re excited to watch it grow wings — and move across time zones, borders, and barriers. So please join us. It’s going to be another wonderful adventure!

Be sure to tune into our weekly #WorkTrends podcasts and recaps. And to learn even more about how we’re growing the podcast, check out our WorkTrends FAQ page.

As always, thanks so much for tuning in and being a member of this amazing community. You #inspire me — every day!  

Networking: 5 Ways To Work It Into Your Life

Written by Lynn Dixon, co-founder & COO, Hourly

Networking. Some people consider it a guaranteed way to connect with industry luminaries. Others believe it’s the ideal way market your professional capabilities and build brand awareness. Still, others dread the concept, and try to avoid it at all costs.

Truth is, networking remains one of the most effective techniques for selling yourself, as well as uncovering new business opportunities, projects and jobs.

But there’s a key to networking success that isn’t often discussed — knowing how to conduct yourself in various social situations is essential.

While handing out business cards may work wonders for you at a designated networking event, the same strategy might not work in a different atmosphere. Is there a way to predict what techniques will be effective in a specific setting?

Let’s look at several common social scenarios, and consider an appropriate networking plan of action for each:

1) Work Events

Work events come in all shapes and sizes, from professional development courses to off-site meetings with colleagues. These events tend to be more formal and task-oriented. Typically these settings are not ideal for aggressive networking, primarily because your participation is tied to other business goals.

How to play it: Although you may know most people at a work event, you can subtly network by introducing yourself to other attendees. When it fits into the flow of conversation, you might also mention recent accomplishments or challenges you’ve overcome. This helps people in your internal network see where you shine, and helps them envision how you could contribute to future projects with them or others they know.

2) Office Parties

Events like the annual holiday party or your boss’s birthday don’t usually scream “networking.” Conversations are often focused on personal life, and you may not want to think about business. Although no one wants to “talk shop” throughout an entire office party, it can be an awesome opportunity diplomatically reinforce your strengths.

How to play it: Put the alcohol down and get to know colleagues you don’t know well, especially those in other departments. You don’t have to brag about your accomplishments, but you can weave in your expertise. Chances are, one day they may need your skills on a project. Be memorable and focus on how you add value.

3) Family Events

You probably believe family events are the last place to whip out your resume and market yourself, but these events can be a networking goldmine. Think about it. Your family wants you to do well in your career. It’s like preaching to the choir. You just have to know what songs to sing.

How to play it: Although members of your family probably don’t work in your industry, they’re likely to know someone who does. That’s why it’s advisable to touch base about business with as many people as possible while you “work the aisles” at reunions, weddings and other family gatherings. Bring a stash of business cards, in case someone expresses interest. In the future, if someone they know needs someone with your skills, you’ll be the first person on their radar.

4) Industry Conferences

Conferences are a great way to establish excellent connections who can help you expand your network. Sometimes the premise of a conference centers on networking. Other conferences are developed for you to learn more about your industry by listening to speakers, attending workshops and sharing ideas with professional colleagues.

How to play it: This is one of those obvious networking situations where you’ll need lots of business cards, a stack of resumes, and a variety of portfolio samples. Since conferences attract a plethora of industry colleagues, you never know who you’ll run into — so you need to be prepared. It’s also smart to refresh your LinkedIn profile before the event, so anyone who checks your profile afterward will see your most current information.

5) Running Errands

Picture this: You’re at the grocery store when you see an influential member of your industry. You don’t want to throw business cards at this important person, but you do want to make a connection. How do you approach a power player in public without appearing to be desperate?

How to play it: Look for an appropriate opening. Briefly introduce yourself and explain why you admire this person. Try to mention a recent article they wrote or compliment them on a recent accomplishment. Then, close quickly by asking if you could connect via email or on a social network. This opens the door to future conversations while downplaying what could otherwise be an awkward situation.

The ability to market yourself in any situation is a skill that should be practiced and polished. You never know who you’ll bump into and how they could help you out in the future. Look at every situation as a chance to boost your network and provide a possible stepping stone for your career.

What do you think about the power of networking in social settings? How have you marketed yourself at various events? What has been effective for you?

Lynn-Dixon(About the Author: Lynn Dixon is the co-founder and COO of Hourly.com, an employment network that quickly matches people who are interested in flexible positions with the right opportunities. Connect with Lynn and Hourly on Twitter and LinkedIn.)

(Editor’s Note: This post is republished from Brazen Life, with permission. Brazen Life is a lifestyle and career blog for ambitious young professionals. Hosted by Brazen Careerist, it offers edgy and fun ideas for navigating the changing world of work. Be Brazen!)

(Also Note: To discuss World of Work topics like this with others in the TalentCulture community, join our online #TChat Events every Wednesday, from 6:30-8pm ET. Everyone is welcome at events, or to join our ongoing Twitter conversation anytime. Learn more…)

Image Credit: Pixabay