mentoring Archives - TalentCulture

Is Remote Work Failing Generation Z?

July 14, 2023/Career Development, DEI Diversity Equity Inclusion, Employee Engagement, Remote Work, Skills Development, Travel Management /by Anna Dewar Gully

When the pandemic arrived in 2020, everyone’s definition of work changed in a heartbeat. Most people headed home, leaving their offices, cubicles, water coolers, and daily commutes behind. After making it through that massive disruption, employers found an even tougher challenge on the other side. They’ve had to figure out how to sustain a positive, productive work culture outside of a shared space. Even now — more than 3 years later — many HR and business leaders still haven’t filled in the blanks. But the delay isn’t helping anyone, especially Generation Z.

What exactly is happening here? And what are the implications? Let’s take an in-depth look at what employers should consider…

Why Generation Z Matters

It’s not surprising to learn that what we know about Gen Z on the youngest members of our workforce.

Imagine starting your first adult job at home. You have no peer relationships or experience in how to navigate organizational life. Think about how overwhelming it would be to move through each day without knowing how to find context, where to look for the right resources, or who can most easily steer you in the right direction. But this has become a norm for all too many younger workers.

No one recruits people to fail. And despite a shaky economy, talent is increasingly hard to recruit and retain. So employers are understandably concerned about onboarding and upskilling Generation Z staff more effectively in today’s remote work environment.

What’s the Next Step for Employers?

Some organizations already had a head start on this new world order. For example, virtual teams have long been what we know about Gen Z. This company continues to improve remote work processes and systems. And recently, Buffer has focused on preventing issues that keep recent graduates from succeeding as new hires.

Buffer is the exception rather than the rule. Most companies had not considered challenges like these before the pandemic, so they were totally unprepared to support young hires in a remote climate. Now, organizations everywhere are actively seeking insights so they can make it work.

Unfortunately, useful data about key issues and best practices is still limited. But smart employers are thinking ahead, so they can minimize negative consequences. For instance, it’s especially important to consider how remote work potentially limits access to equitable opportunities for career growth and development among younger workers.

Here’s a central question to address: “Compared with recent generations, do our Gen Z employees have what we know about Gen Z and develop in their careers?”

Defining Generation Z

When talking about how young people are affected by remote work, we want to be clear. This group includes working-age people born after 1996. This aligns with Pew Research, which selected 1997 as the starting point. Before then, Gen Z was too young to be affected by political and cultural changes that notably influenced Millennials.

Currently, Gen Z and Millennials are experiencing very different life stages. Therefore, when researching these groups, it’s important to apply different measures of security, financial stability, and so forth.

For example, many Millennials are starting a family, buying a home, and settling down. Meanwhile, Gen Zs are finishing high school or college, moving out of their parent’s home, getting their first job, and becoming more independent.

Gen Zs are the definitive internet generation. All members of this cohort were born after the internet became widely available, and they came of age surrounded by the abundance and complexities of social media. Theoretically, Gen Zs are ready to thrive in a highly connected business world. But are they ready to thrive in a remote-first world?

Remote Work Benefits for Generation Z

Remote work has created an unprecedented opportunity for people who want more autonomy because they can more directly manage their work schedule, location, office set-up, family time, and more. So understandably, remote work is popular among older workers who want to improve their work-life balance. But what about Gen Z?

Here are some reasons younger workers value remote work:

Lower commuting expenses
Less commute time (and more time for other priorities)
More professional opportunities for people with accessibility needs (when commuting is difficult or impossible)
More time/flexibility to pursue further education while earning an income
Potential to work for multiple employers at once (increase income and expand skills faster)
Likely exposure to a more diverse spectrum of people across roles and geographies (compared with onsite jobs)
Reduce the risk of toxic management (because behavior is captured in communication channels such as email, slack, and Zoom calls)
Freedom to reduce stress by taking breaks for self-care, or spending time with family/friends
Potential to start a family at a younger age (if desired) by leveraging flexible scheduling
Ability to take time for caregiving, if older or younger family members are at home

Remote Work Risks for Generation Z

Although Gen Z can benefit from remote work, there are downsides, as well:

More obstacles to informal learning. Fewer chances to overhear and join relevant conversations, discuss questions in the hall and on breaks, or be invited to meetings and activities on-the-fly
Fewer 1-on-1 relationship-building opportunities
Lack of face-to-face community connections
Risk of isolation
Missed opportunities for on-the-job learning (skills and institutional knowledge)
More difficulty finding support networks and career networks
Threats to personal time (Digital days at home may start earlier and end later than normal)
Potential for increased stress if micromanaged from a distance
Zoom and screen fatigue
Pressure to create a proper workspace, even if it’s not affordable for a young person
Higher out-of-pocket expenses (equipment/workspace, internet, phones, hardware)
Regular remote office distractions that affect focus and concentration (for example, neighborhood construction, power outages, housemates)
Greater burnout risk (from a persistent lack of boundaries, unclear scheduling, or unrealistic expectations)

Long-Term Equity Implications

Some of the problems noted above could have a serious, lasting impact on young workers’ professional and personal lives. For example, without in-office experience, Gen Z staff are more likely to suffer from a lack of mentorship, advancement opportunities, informal learning, and professional community.

In addition, remote and hybrid work models often blur the lines between home and work. If you’re home, you could be working. And if you’re working, you could be doing something else. Distractions are all around. Is this decision fatigue or a lack of discipline? When remote workers don’t separate these roles at the start of their careers, boundary issues can potentially follow them all the way to retirement.

That’s why it’s especially important for business leaders, managers, and older team members to understand why remote Gen Z workers need extra support to establish a foundation for success.

Remote Work FAQs

Why Do Employers Oppose Remote Work?

Some employers don’t support virtual teams because they have multiple business concerns. They may expect the worst: weaker productivity, collaboration, informal learning, and a loss of tribal knowledge. Or they may be concerned about employee wellbeing: increased isolation, stress, and disengagement.

Has Remote Work Decreased Productivity?

Depending on an organization’s workload and scheduling, remote work can lead to a decrease in productivity. Employees may be more distracted when working remotely, or if their workspace is chaotic they struggle to focus.

Many other factors can reduce productivity in a remote or hybrid work setting, so this is an important consideration to discuss openly on an ongoing basis.

Why Is Remote Work So Exhausting?

Remote work can feel exhausting, especially if you haven’t established a clear separation between work space and home space. Juggling these blurred lines can add a psychological load that increases stress and eventually leads to exhaustion.

Setting People Up for Success

Given what what we know about Gen Z and remote work, how can employers create a culture that helps young workers feel comfortable working at your organization? It may seem like in-office work is the best answer for anyone at the start of their career. However, some digital solutions can make remote-first teams feel more connected, supported, and included. For example:

Establish consistent office hours
Encourage everyone to rely on collaborative communication tools
Practice knowledge sharing as a way of working
Build and promote remote-first mentorship programs
Regularly ask Gen Z workers and managers open-ended questions about what is working (and what is not)
Schedule periodic digital water cooler chats and invite everyone to suggest agenda ideas

It’s important for leaders to build on what many of us have learned about remote and hybrid work over the past few years. Challenge yourselves and others to think outside the box. Put yourselves in the shoes of each employee — not just younger people — and think of ways to help everyone feel more connected and included. Experiment. Hold on to what works, and integrate it into your culture.

Developing Entry-Level Talent: How to Invest for Success

March 21, 2023/Career Development, Employee Retention, Learning, Learning and Development, Skills Development /by Crystal Crump

Imagine you’re a hard-working entry-level employee who’s been in your current position for less than a year. Your skills are solid, but they don’t help you stand out from other entry-level talent. You know which skills could help you advance, but you’re not sure what resources are available to you or how to get support for a growth plan. You don’t see a pathway to expand your skill set. You just feel stuck.

Sadly, this isn’t unusual. But scenarios like this can have serious consequences for employee morale, mobility, and retention across an organization. For example research says:

A primary reason why employees quit is the sense that they do not feel valued. (McKinsey)
A lack of learning and development opportunities also drives turnover. (McKinsey)
Employees are twice as likely to leave when they don’t think their work is interesting or challenging. (Udemy)

It’s no surprise that people look elsewhere when they believe their skills aren’t seen, valued, and nurtured. But this doesn’t need to happen. As an employer, you can avoid losing entry-level employees by investing more effectively in their future with your organization.

Where Employee Development Fits In

A comprehensive professional development program is one way to demonstrate your commitment. Upskilling, reskilling, cross-training and continuous learning practices help employees keep existing skills fresh, develop new capabilities, and expand their career potential over time.

Future-minded employers know that developing entry-level talent is not just good for employee engagement and morale. It’s also a smart business strategy because it builds “bench depth.” By encouraging employees to embrace new responsibilities and growth opportunities, you can create a more diverse internal talent pipeline that will adapt with you as your business needs change.

A commitment to developing entry-level talent also sends a powerful message from the highest levels of your organization. It tells people that every member of your workforce is important, and you’re invested in their future success.

What’s at Stake for Employers

Organizations that invest in entry-level talent realize significant benefits:

1. Higher ROI

When you’re facing workforce skill gaps, recruiting qualified talent may seem like a faster, cheaper, easier solution than employee development. But this is a short-sighted approach that doesn’t necessarily lead to a stronger team. Bringing in new talent requires multiple costly, time-consuming steps, from recruiting to interviewing to hiring. And there’s no guarantee new hires will onboard successfully and become committed contributors.

Why bet on an uncertain outcome, when you already have a team in place that you’ve worked so hard to recruit and onboard? If you spend the same amount of time and money helping existing employees grow, you’re more likely to achieve a higher return on investment.

2. Less Brain Drain

The value of institutional knowledge is also important to consider. The lower your commitment to development, the higher your turnover rate is likely to be. And as employees leave, they’ll take away “insider” intelligence about how your organization gets things done. For example, you’ll lose insight into strategies, tactics and processes that worked, as well as those that didn’t. This kind of information can make or break operational efficiency, effectiveness, cohesion, and more.

By developing entry-level talent, you can equip employees with the skills and knowledge they need to succeed in your environment. Along the way, you’ll build and reinforce institutional knowledge, rather than eroding it as disenchanted employees leave.

3. Stronger Employee Value Proposition

We know people are drawn to employers that emphasize continuous professional development and growth. If your loyal workforce sees you turning to new hires instead of investing in existing employees, what should you expect to happen? Morale will sink, the desire for professional growth will vanish, and skills will stagnate. Eventually, employees will look for growth opportunities outside your organization.

Instead, why not reinvigorate your team through learning? Focus on reskilling, upskilling, and cross-skilling. It’s a more sustainable way to strengthen employee satisfaction, commitment, retention, and performance. To get started with a successful entry-level employee development program, consider these five steps:

5 Ways to Develop Entry-Level Talent

1. Establish a Reasonable Budget

Start by defining the key elements of your employee growth plan. Identify the professional development topics and skills your program should address. Any development model will involve both direct and indirect costs, and these should align with market value.

However, expenses aren’t the only consideration. You’ll also want to estimate the value of potential benefits. For example, you may choose to establish a mentorship program that pairs new hires with veteran employees. This is a relatively low-cost way to support a culture of learning, but it can lead to significant tangible results.

2. Provide Time and Resources for Employee Participation

Simply put, employees need dedicated time and support to engage in professional development. Allocate a specific number of days for this purpose — perhaps even paid time away from the office, if possible.

A little workplace flexibility goes a long way in helping talent feel valued, and giving employees choice in managing their schedules encourages accountability and self-regulation.

3. Tap Into the Power of Work Relationships

Ask entry-level employees what kind of development support they feel would be helpful. Then ask managers to co-create a roadmap with their direct reports, based on the knowledge and skills they want to develop.

Managers are likely to know how to leverage connections among team members so they can learn from one another. Research shows that these relationships matter. For example, McKinsey found that 91% of people supported by mentors are satisfied with their jobs. In addition, cohort-based learning enhances workplace communication, overall.

4. Include Team-Building Opportunities

Besides mentorship programs, consider other ways for entry-level employees to learn from teammates. Cross-departmental collaboration, for example, is an underused resource. When employees work with others and learn from one another, they can sharpen both interpersonal and job-related skills. They’re also more likely to understand the company’s inner workings and see the value in individual workplace roles.

5. Showcase Progress

For any program that demands time and energy, employees and employers alike want to see results. To reinforce the benefits of participation, plan to demonstrate how development efforts lead to professional growth, improved performance, and team success. For instance, one study of U.K. reskilling programs resulted in positive economic returns and improved morale. These are the kind of concrete results everyone appreciates.

Summary

These suggestions are intended as launching points to help you make the most of your investment in entry-level talent. With these development factors as a framework, your learning programs can make a measurable and lasting difference in workplace communication, productivity and innovation. Most importantly, this kind of investment can help you build a stronger team that will be invigorated and inspired to move forward together. Everybody wins.

Employee Development: 5 Flexible Approaches That Work

March 13, 2023/Career Development, Learning, Learning and Development, Skills Development /by Paul Wilson

Over the last three years, flexible and agile work models have been at the forefront of workplace disruption. Emboldened by work-from-home standards enforced during the pandemic, companies across numerous industries stopped requiring employees to be present at the office everyday. Now, many of these organizations are enjoying improved productivity and performance. But how does employee development fit into these new work scenarios?

Recognizing it’s time for large-scale change, more business leaders are willing to try new work methods, tools and solutions. With agility and flexibility at the heart of this ongoing workplace transformation, an increasing number of firms are now turning to flexible development strategies, so they can help members of their workforce realize their full potential.

With widespread talent shortages still posing recruitment obstacles, personal and professional development has become a strategic priority. But organizations that embed flexibility and adaptability into their development process will fare better at retaining people and equipping them for the future.

The Case for Flexible Development

Flexible employee development makes it possible to combine diverse learning methods that meet individual and organizational needs. This is gaining traction for several reasons:

1. More organizations are embracing inclusion as a core value. As a result, respect for individual needs and preferences is being reflected in business practices of all types. For development, this translates into personalized training and resources that accommodate diverse learning habits, skill requirements, and professional interests.

2. Key characteristics of the Industry 4.0 era include broader skill gaps, increasing automation, shifting workforce demographics, hybrid jobs and the rise of non-linear careers. A one-size-fits-all approach to employee development doesn’t address these factors.

Indeed, within modern work environments, rigid development paths are counterintuitive. They leave people feeling bored, disengaged, and ultimately excluded. In contrast, flexible learning options are the most effective way to enhance the value of every employee.

Ideas for Implementing Flexible Development

Over the last 12 months, we have been watching the various ways companies in different sectors are implementing flexible employee development, as well as its impact on talent acquisition, retention, and performance. Below are several noteworthy examples:

1. Design an EVP for Every Discipline

It’s easy to find companies that rely on a generic Employee Value Proposition (EVP) to recruit and retain top talent. But smart employers know this isn’t sufficient. Instead, define compelling career pathways and clearly communicate how employees actually grow and progress within your organization. Also, keep in mind that employee motivations often vary across different professional disciplines.

This was the strategy of Atom Bank – the UK’s first digital bank – during its campaign to hire more senior engineers to deliver core services. In the highly competitive tech talent market, a unique EVP enabled the business to stand out from the crowd and attract highly qualified people.

2. Build Depth Across Functional Roles

The ideal way to expand anyone’s capabilities is to challenge them to complete tasks and projects outside of their standard responsibilities. The objectives are twofold:

Offer experiences that help individuals add desired skills that align with their career aspirations.
Fill organizational talent gaps and ensure operational continuity.

In the beverage manufacturing industry, for example, Coca-Cola identified an HR staff member’s interest in manufacturing operations and created a hybrid HR/plant management role in response. The outcome was so successful, it became a catalyst for broader implementation. The company began moving more employees into different roles and establishing lines of progression for other career opportunities across the local business unit.

3. Offer Job Rotations and Stretch Assignments

Employees in similar functional areas can learn new skills by rotating jobs and tasks. This method is popular in food manufacturing. For instance, at Nomad Foods, plant managers encourage production workers to gain engineering skills so they can perform basic machine maintenance. Nomad says it not only helps people build new skills, but also improves cross-functional teamwork.

At more senior levels, stretch assignments are a highly effective way to help employees push the boundaries of their current role, so they can improve and expand their professional skills and become better prepared for next steps. In the tech industry, for example, organizations are challenging developers to step out of their comfort zone and take on project management and other client-facing responsibilities.

4. Support Academic Learning

Often, employers lose strong talent when younger workers resign to continue academic studies on a full-time basis. Employers are responding with a variety of attractive alternatives. For instance, some companies pay educational expenses for people who remain onboard. They may also reduce an employee’s work hours. And some employers are offering these options even if people are seeking qualifications that don’t directly relate to their current role.

Here’s how this is working at consumer goods retailer, Iceland. A recent job share arrangement made it possible for two staff members to work reduced hours, so one could return from maternity leave and another could continue university studies. Building flexibility like this into the employee experience demonstrates a serious commitment to employee wellbeing and ongoing development.

5. Emphasize Shared Leadership and Mutual Accountability

Shared leadership and accountability can help different divisions work together more effectively. With this approach, organizations assign common objectives to separate functions or business units, and then measure their collective impact. This enables division heads to gain important skills, knowledge, and experiences that help them become more agile leaders.

Nomad Foods firmly believes in encouraging different division heads to work together, while giving them flexibility in how they achieve mutual objectives. According to Nomad, expanding a leader’s influence in this way tends to drive employees’ overall willingness to take ownership and accountability for outcomes.

Conclusion

These examples are only some of the ways organizations are successfully introducing more flexibility into their employee development strategies. If you’re just starting to implement these methods, first try a limited test case or pilot program and evaluate its impact before committing to wide-scale change.

Regardless, it’s important to recognize that organizations are moving aggressively in this direction. So, the sooner you can identify flexible alternatives that will enhance your classic development offerings, the better.

How to Build a Learning Culture From the Ground Up

March 7, 2023/Company Culture, Learning, Learning and Development, Skills Development, Talent Retention /by Stephanie Trovas

The great resignation, the rise of hybrid work, and the fear of recession are making one thing certain — today’s talent must be agile and adapt quickly. A culture of learning is vital now because it helps organizations thrive when moving through change. But this kind of culture doesn’t happen spontaneously. It requires intentional effort. This article offers guidance for leaders who need to build a culture of learning that will stand the test of time.

What is a Learning Culture?

Culture is the combination of beliefs and values that drive organizational behavior. In other words, “how stuff gets done around here.” When you center beliefs and values on behaviors that encourage continuous growth and development, you can create a foundation for ongoing innovation and improvement.

A strong learning culture encourages and rewards both individual and organizational growth. It takes time and dedication to build a learning culture, but the outcomes can be transformational. What else does this process require? Focus on these factors:

8 Steps to Build a Learning Culture

1. Plan Effectively

Start by assessing your organization’s recruiting and hiring practices to be sure you’re attracting talent with a growth mindset. This should include a careful analysis of your onboarding process. Do you emphasize the importance of learning? Onboarding often focuses on what employees need to learn. But new employees also need to know who they should learn from and with.

Also, examine your approach to upskilling, reskilling, and cross-skilling current employees. This will give you better insight into how prepared your organization is to support future needs.

Use these findings to plan for retention. Keeping employees onboard is critical now. According to The New York Times, “The rise in turnover since the pandemic started has a cost in productivity: It’s taking longer to get stuff out the door.”

Meanwhile, the talent pool remains limited. Currently, for every person seeking a job, 1.7 positions are available. In today’s competitive environment, employers can’t afford to lose top talent. And one of the most powerful ways to keep people committed is through a culture that supports learning and growth.

In a recent report about what we call Work 3.0, we explain how some talent models are more effective than others at achieving these outcomes. For example, organizations with remote and hybrid work models must be careful to ensure that learning opportunities are inclusive and equitable.

Smart leaders rely on the planning process to guide their decisions about learning priorities. This includes careful data gathering and analysis to verify the organization’s current state, define its future goals, and establish a strategic roadmap to bridge this gap.

2. Ensure a Receptive Environment

Successful learning cultures begin with psychological safety. In a workplace where this is high, people feel comfortable asking questions, voicing their opinions, and taking responsibility for their mistakes.

In fact, after studying nearly 300 leaders over 2.5 years, we found that teams with high degrees of psychological safety had higher performance outcomes and lower interpersonal conflict. This kind of environment encourages employees to learn more fully from their mistakes and from one another.

3. Align Learning With Business Imperatives

What matters most to your organization? This should inform your culture. The most effective learning strategies align with business priorities. Alignment helps scale learning while keeping it relevant, meaningful, and applicable.

Environments that welcome open, honest discussions (including respectful disagreements) are more likely to align learning with the organization’s vision, mission, and goals.

You’ll want to emphasize opportunities to develop mindsets and behaviors that move your agenda forward. This should include incentives and rewards for employees who embrace desired growth.

4. Model the Change You Want to See

It’s essential to recognize continuous learning as a key to better business results. Because culture is shaped by leadership behavior, it’s critical to exhibit the actions you want to see in others. Leaders who exhibit an interest in learning and in rewarding others for their growth will inspire employees to focus on these activities.

Leaders play a significant role here by communicating expectations and modeling behaviors they want to see. For example, it’s important to regularly express curiosity, offer feedback, admit mistakes, and share knowledge.

Effective communication and storytelling by leaders can also help your workforce understand what’s expected and why it’s important for everyone in your culture. This includes engaging in authentic conversations, sharing personal learning experiences, and proactively seeking feedback.

5. Integrate Accessibility Into the Process

It’s vital to scale development opportunities so learning is accessible to everyone, not just high-potential individuals. This is particularly important in today’s environment, where employees don’t necessarily work onsite in a central location.

To improve accessibility, offer development through a variety of modalities. This can include a mix of formal in-person training, virtual courses, asynchronous informal learning, micro-learning, experiential learning, self-paced e-learning content, as well as social and collaborative learning options.

Offering a library of resources can also help keep workforce knowledge and skills up-to-date. For example, you can provide resources such as books, articles, podcasts, and videos through a central digital repository.

A learning management system (LMS) or learning experience platform (LXP) with enterprise licensing can help you scale this kind of learning content. This also makes it possible to track consumption and tie learning to individual and team performance.

6. Invest in the Right Tools and Support

A strong learning culture naturally emerges when development becomes integrated into daily work habits. Leaders can play an important role here, by regularly encouraging staff to devote sufficient time to absorb, practice, share, and apply whatever they learn.

One standard is based on the 70-20-10 rule: This approach suggests that 70% of learning comes from working through challenging assignments and experiences, while 20% comes from developmental relationships, and 10% from formal training and coursework. The process is reinforced when employees take time to reflect on their learning endeavors. You can support this reinforcement phase through mentoring as well as “reverse mentoring.”

7. Customize Appropriately

Today’s employees — especially those in remote and hybrid work settings — prefer development opportunities tailored to their needs. When considering how to elevate your learning culture, be sure to ask employees what they want to learn and how they prefer to engage in learning. Then consider how to provide “core” learning opportunities for all, combined with various options that any individual can pursue.

Ideally, a customized approach delivers learning experiences that address each employee’s unique needs and interests over time. Research shows that offering various delivery methods tends to boost learner engagement and knowledge retention. Ultimately, that can improve job performance, satisfaction, and commitment.

8. Measure Effectively

Finally, plan to measure your progress and use that intelligence to improve on a continuous basis.

Formal evaluations can help you track trends, learn from the data, and adjust accordingly. Less formal options, such as the agile review methodology of, “Liked, Lacked, Learned, Longed For” can give you immediate feedback while also changing mindsets.

Strive to make after-action reviews a natural part of work routines. Regularly ask for feedback and use pulse surveys. Also, don’t forget to establish metrics that help you determine how well leaders are advancing the overall learning agenda.

Conclusion

When you build a learning culture, you’ll see how all of these elements are interconnected. If the atmosphere is hostile or complacent, or if content isn’t accessible to all, your mission is likely to fail. If you don’t understand your objectives, measuring progress will be impossible.

Recognize that changing any aspect of an organization’s culture is easier said than done. Progress takes time, patience, support, and persistence — especially from leaders and managers. To secure buy-in, tie improvement metrics to each leader’s performance objectives. Also, to keep learning top-of-mind, publicly celebrate early wins, and keep the cadence rolling.

Eventually, any organization can lead with learning. But it won’t happen until you invest in thoughtful planning and consistent implementation. Remember, it’s a process.

Mentoring and the Employee Connection

May 13, 2022/Career Development, Employee Experience, HR Technology, Podcast Recap, Podcast Recaps /by Meghan M. Biro

Podcast Sponsored by: Together

According to a recent Harvard Business Review article, experts believe that high levels of loneliness and disengagement at work caused by the pandemic could be addressed by mentoring. Additionally, surveys have shown that more than 90% of professionals who work with first-generation college students through mentoring and career development programs believe their experience as a mentor has helped them become better leaders or managers at work.

Our Guest: Matt Reeves

On our latest #WorkTrends podcast, I spoke with Matt Reeves, CEO of Together, a software platform focused on enabling companies to run best-in-class internal mentorship programs. Together Software helps organizations run internal mentorship programs that intelligently match every employee with the best person for them to learn from. We asked Matt to tell us what a mentorship program is. He explains:

A mentorship program within an organization is where you’re pairing two colleagues together, usually a more junior employee who’s the mentee with a more senior employee who’s the mentor, for career development and career guidance. Typically, these employees meet on a particular cadence like once a month over a year or even more.

Mentorship programs are becoming more and more in demand by employees who crave a better employee experience and career guidance. In addition, mentorship programs can help companies with employee retention, which helps drive bottom-line results. But, programs are evolving as the workforce changes. Matt:

We’ve seen companies breaking the mold and experimenting with different types of mentorship programs with the common thread being helping their employees learn from their colleagues through conversations.

The Flavors of Mentorship

There are different types of mentorship approaches. Some are more traditional, and some are more out of the box. The best match for a company depends on the needs of the employees.

The traditional approach is a one-on-one program. You have a more senior mentor mentoring a more junior mentee for a specific period. Certainly, peer programs are very common, as well as reverse programs where you have a less senior employee who’s perhaps more experienced in a particular topic mentoring a more senior employee. And then where we see many organizations have a lot of success in breaking the mold is on the duration piece of the program and adding flexibility for the participants.

Benefits for the Mentor and Mentee

Both mentor and mentee have different reasons for wanting to participate in a mentorship program. Matt explains:

I think most people understand why a mentee would want to participate – to learn, develop and progress in their career. I think they want to participate on the mentor side because they are more senior. When you’re more senior in an organization, you are expected to be a people developer and culture carrier.

This is also something participants can bring to performance reviews and use in conversations around promotion and compensation as part of a company’s overall performance assessment of their employees.

Technology and the Mentorship Experience

Our final question to Matt – we asked him his thoughts on using technology to keep mentors and mentees connected. He answered:

From an administrative standpoint, it significantly reduces the workload. From the employee standpoint, there is a much-improved employee experience. For example, a manual program can take time to match mentor and mentee. Not a great experience if you’re paired with someone who has left the organization. Something easily avoidable if you’re using technology.

I hope you found this recent episode of #WorkTrends informative and inspiring. For tips and ideas on what a mentorship program could look like for your organization, go to togetherplatform.com.

Subscribe to the #WorkTrends podcast on Apple Podcasts or Stitcher. Be sure to follow our #WorkTrends hashtag on LinkedIn and Facebook, too, for more great conversations!

#WorkTrends Recap: Mentoring: Women Elevating Women

January 13, 2017/Archives /by Meghan M. Biro

Success in business does not happen alone. Most successful people will tell you that mentorship has played a big part in their journey to the top. Mentorship, whether it occurs in or out of the workplace, has numerous personal benefits, especially for women.

This week on #WorkTrends, we were joined by Valerie Martinelli, previously of the Center for Economic & Policy Development, Inc. She discussed the pros of mentorship and how women in the workplace can develop a support system for elevating the cause of women in the workplace. Valerie also shared the widespread benefits of mentoring programs and how these are important programs for employers to institute into their culture.

Here are some other key points that she shared:

Mentors do not need to be older or wiser but the person must be able to give value
It should be a give and take relationship when it comes to mentoring
Being mentored takes guts. You have to be prepared for what your mentor is giving you.

Did you miss the show? You can listen to the #WorkTrends podcast on our BlogTalk Radio channel here: http://bit.ly/2jfF2Mf

You can also check out the highlights of the conversation from our Storify here:

View the story “#WorkTrends Storify: Mentoring: Women Elevating Women” on Storify

Didn’t make it to this week’s #WorkTrends show? Don’t worry, you can tune in and participate in the podcast and chat with us every Wednesday from 1-2pm ET (10-11am PT). On Jan 18 I will be joined by Igloo Software CEO Dan Latendre to discuss key trends in the digital workplace.

Remember, the TalentCulture #WorkTrends conversation continues every day across several social media channels. Stay up-to-date by following our #WorkTrends Twitter stream; pop into our LinkedIn group to interact with other members; or check out our Google+ community. Engage with us any time on our social networks, or stay current with trending World of Work topics on our website or through our weekly email newsletter.

Photo Credit: Global Sports Mentoring Program Flickr via Compfight cc

#WorkTrends Preview: Mentoring: Women Elevating Women

January 9, 2017/Archives /by Meghan M. Biro

Mentorship, whether it occurs in or out of the workplace, has numerous personal benefits, especially for women.

Our guest, Valerie Martinelli, previously of the Center for Economic & Policy Development, Inc., will be discussing the pros of mentorship and how women in the workplace can develop a support system for elevating the cause of women in the workplace. Ms. Martinelli will also discuss the widespread benefits of mentoring programs and how these are important programs for employers to institute into their culture. She will discuss her experience and how utilizing mentorship, sponsorship, and coaching can help us learn to turn our weaknesses into strengths and how owning our careers is critical to success.

Join guest Valerie Martinelli and host Meghan M. Biro on Wednesday, January 11, 2017 at 1pm EST when they discuss this important and timely topic.

Mentoring: Women Elevating Women

Join Valerie and me on our LIVE online podcast Wednesday, Jan 11 — 1 pm ET / 10 am PT.

Immediately following the podcast, the team invites the TalentCulture community over to the #WorkTrends Twitter stream to continue the discussion. We encourage everyone with a Twitter account to participate as we gather for a live chat, focused on these related questions:

Q1: What are the benefits of mentoring? #WorkTrends (Tweet this question)

Q2: Why do women struggle with finding mentors? #WorkTrends (Tweet this question)

Q3: How can companies create and support mentoring in the workplace? #WorkTrends (Tweet this question)

Don’t want to wait until next Wednesday to join the conversation? You don’t have to. I invite you to check out the #WorkTrends Twitter feed, our TalentCulture World of Work Community LinkedIn group, and our TalentCulture G+ community. Share your questions, ideas and opinions with our awesome community any time. See you there!

Join Our Social Community & Stay Up-to-Date!

Photo Credit: Ars Electronica Flickr via Compfight cc

TalentCulture Corner Office With Regis Mulot, EVP Global HR, Staples

April 25, 2016/Archives /by Cyndy Trivella

In this Corner Office article, Cyndy Trivella, Events Manager with TalentCulture, spoke with Regis Mulot, Executive VP Global Human Resources at Staples. They talked about the state of the workplace and how mentoring, innovation and multi-generations are impacting the progress of business. As with past interviews, this article will highlight the perspective and experience of someone who has made the move to the “corner office.”

Cyndy: I had a great conversation, recently, with Regis Mulot at Staples. Regis has an impressive HR background. Before joining Staples, he was the VP of HR, Community and Corporate Citizenship for Levi Strauss, based in Brussels, Belgium, supporting employees in 24 countries in Europe, the Middle East and Northern Africa. Earlier in his career, he held senior HR leadership roles at Broadnet Europe, GTECH EMEA, and Chronopost.

Cyndy: Regis, because of your global experience, I’m interested in knowing about your point of view on innovation. First, do you believe it keeps companies relevant and timely, and if so, why do many companies still fall into the trap of “we’ve always done it that way?”

Regis: As we all know, change and risk-taking are challenging for individuals and organizations. We often see companies such as start-ups that are known to be innovative, struggle to maintain this core value over the long-term because it’s difficult and does not come naturally. Successful companies have institutionalized innovation within their organizations, making it part of the culture and leadership mindset. They put processes in place that enable associates to “work on something new” during their workday and innovate so that the company will ultimately prosper.

Cyndy: True. Being innovative means allowing change and does require a particular focus and shared long-term vision that must be culturally accepted to be enduring. Staying on the topic of innovation, I know the modern-day workplace and how it’s shaping the future workforce is an area of interest for you. One of the more important conversations we’ve been hearing about is mentoring. Why is it so important for there to be multi-directional mentoring in today’s workplace?

Regis: Mentoring programs have always been a “win-win” solution when mentees and mentors learn from each other. With the increased pace of our current business environment, change is constant and it is very difficult to stay at the forefront of new customer behaviors. Multi-directional (or Omni-directional) mentoring is a great way to address this, as it facilitates knowledge sharing and reinforces the need to break the functional or hierarchical silos. Good ideas and best practices don’t always come from the experienced leader, in many cases innovation, including the technological knowhow, is best taught by more junior associates. If this type of mentoring is done effectively, both sides will benefit from the experience.

Cyndy: I know many people who would agree with what you’ve said. Everyone has something to learn from another person and age shouldn’t be a factor. In line with what you just said, do you believe there are generational differences in the workplace or is this a perception cooked up by the media and others?

Regis: I don’t buy into the idea that Millennials are fundamentally different from Generation X or even Baby-boomers. However, the younger generation has a learning aptitude that is different, as they leverage social media, work across multiple platforms simultaneously, and prefer an environment that is almost paperless. The more experienced members of the workforce seem to express a little more caution when experiencing change, as was highlighted by our recent move [at Staples] to an open, collaborative space and away from the more traditional private work areas. So, even though learning is different between generations, there is no fundamental difference between the two. We are all looking for human interaction, consistent feedback, and better work life balance in a world that is accessible 24/7.

Cyndy: You bring up a good point here about people capitalizing on different ways of learning and you mention social media. Tell us more about how this venue lends itself to increased learning for employees.

Regis: Learning is about accessing relevant information in an environment where associates can be challenged, get insights, test concepts and retain. Social media provides a perfect venue where people can easily find pertinent materials, benchmark competitors and reference best practices at various companies. Personally, I use Twitter and LinkedIn to educate myself, as inspirational teachers and leaders often utilize these forums to share their knowledge with the masses. The combination of social media coupled with the emergence and popularity of mobile devices has created an environment for associates to be in a continuous learning mode with access to content anytime or anywhere.

Cyndy: Yes, social really is a wonderful up-to-the-minute venue for knowledge gathering. And with the advent of smart phones, learning can be done on the fly and anywhere companies have remote workers, which increases connectivity and communications for team building… a good thing.

Regis: Yes, the workplace is no longer comprised of people working together in one building. Business is global, and with that companies need to rise to the challenges of managing, training and communicating with remote workers.

Cyndy: Regis, we’re out of time. Thank you for speaking with me and sharing your perspective with our audience.

Regis: Thank you; I enjoyed it.

photo credit: Business Work via photopin (license)

5 Methods for Social Leadership: Try Reverse Mentoring

March 30, 2016/Archives /by Meghan M. Biro

I’ve been thinking a lot about global leadership applications for social learning lately. I spend a portion of my time helping companies and leaders hire and retain the very best and most applicable talent based on personality and skill set so this is a topic on my mind literally on a weekly basis. I have run into a recurrent trending theme in the past few years – reverse mentoring. It’s no secret there are greater numbers of older workers in the workplace right now; many baby boomers have evaporated retirement funds due to the recession, which means fewer career positions for recent graduates.

Nevertheless, times are always changing in the world of work, new workers are entering the workplace with much different expectations for leaders and team culture. They may be less willing to play the game of climbing the corporate ladder and more convinced skipping rungs is the new norm as they navigate the management ranks. It’s inevitable that these generations will be in competition for jobs held by older workers, creating tension and potential workplace unhappiness. This is why I think the only antidote to this unavoidable outcome is mutual trust from leaders and employees alike.

You might be wondering: How do you build real trust in a workplace that is both social and multi-generational? Reverse mentoring is one way to do it while creating space to build enduring relationships that transcend age and pay grade.

Let’s be honest, if you’ve been in the workplace for more than a minute you’ve already been mentored, usually by an older worker but maybe even by someone younger than you are. Maybe it was your manager, or his or her manager, or a colleague from another department, but someone offered the lifeline of advice, informal training, support and cultural clues to help you thrive and survive in the organization. Is this YOU? These links are critical to individual development in a workplace culture where formal schooling and degrees give workers about five years’ worth of usable skills, say John Hagel, Co-chairman – Deloitte LLP Center for the Edge, and other people over at Harvard Business Review.

Time is a ticking at lightning social speed, and five years isn’t much time to build a career path, let alone pay off student loans. For older workers it may feel like a threat – if you earned your degree in 1982, how on earth can they expect you to keep up? The need to keep re-tooling skills underscores the value of mentoring, particularly bi-directional mentoring. Let’s look at how organizations can create a mentoring workplace culture which works both up and down the chain of relationships and leadership channels. Who knows, there may even be an argument for mentoring as an aid to reconcile older workers to the reality of being managed by younger, probably less experienced people.

The very best mentoring workplace cultures rely on a mix of formal, informal and social learning, explicit mentoring programs, support for cross-functional teams, and consistency in management treatment of the work population.

Here are 5 methods I suggest to build a workplace and leadership culture to support bi-directional “AKA” reverse mentoring:

Create a management playbook for culture-building. Managers, especially in the HR side of the house, sometimes rely on employee handbooks and training as a way to transmit culture (and rules). Too often these programs don’t cover management’s responsibility to employees. Creating a healthy multi-generational culture requires consistent, transparent communications, clear expectations for managers, and creative programs to encourage learning and peaceful co-existence among employees of all ages. Valve gets a shout-out for its guide to company culture!

Reward workplace flexibility. Leaders, don’t panic – I’m not saying have no rules – every community and group needs rules, but reward flexible thinking, which means being open to new ideas and ways of doing things. Flexible cultures provide lots of room for mentoring relationships to flourish and encourage a culture of learning that spans generations.

Institute global mentoring programs that ignore age and rank. These can be based on skills, interests or, if you’re a really attentive manager and the organization is a still small, temperament or personality mesh with your colleagues. Assign mentoring teams to new employees so if personalities clash mentoring still continues. Make sure mentoring teams represent an age-and-skills cross section of the organization; you want to create an environment of cross-generational and skills trust and learning. And check in with employees on the effectiveness of the teams. Feedback is critical for your success. It’s almost worse to have unmonitored mentoring programs than no mentoring at all.

Consider out-of-the-box job categories. There are many technology innovators and leaders that created a career path for those who opted out of management: members of technical staff tend to fit into this category. This is perfectly fine – not everyone is passionate about taking on a management role. As workers spend more time on the job their interests and focus will change; be prepared, not with a short-term plan and a not-so-gentle push, by creating job categories to keep experienced older workers engaged while allowing eager youngsters to rise through the ranks. These workers will be great mentors for the up-and-comers, by the way.

Socialize mentoring, learning and workplace culture initiatives. You won’t be successful if you send an email simply telling people to be mentors, coaches or team-mates. Show you have a stake in the game: be part of a mentoring team. Be a coach. Live the role and others will see and feel this from your leadership.

Show you truly care about learning, informal, formal or social. Test these assumptions weekly and be ready to rewrite the playbook where it doesn’t hold up.

Leaders – Be The One. It Starts With You.

A version of this post was published on Forbes.com on 9/23/12

photo credit: Smell of fortune via photopin (license)

#WorkTrends Recap: Where Have All the Mentors Gone?

March 24, 2016/Archives /by Meghan M. Biro

Today’s #WorkTrends show addressed the risks and rewards of mentoring, identified some of the reasons mentoring is disappearing, and explored how to reintroduce these important business relationships.

There are a myriad of benefits to well-designed and well-executed mentoring relationships in the workplace. However, it appears that the practice of mentoring is starting to taper off and, in some cases, disappear altogether.

Along with our knowledgeable guests Jonathan Segal, a partner in Duane Morris’ Employment Group, and Sue Meisinger, a consultant and speaker on HR leadership issues, we also discussed:

What exactly mentoring is (as well as what it isn’t)
The importance of mentoring to the business as a whole
How to maximize the value of cross-gender mentoring and minimize the potential legal risks

It was a lively #WorkTrends podcast and Twitter conversation. Participants had a lot to share about their thoughts and personal experiences with formal and informal mentoring relationships.

Want to learn more? Listen to the recording and check out the highlights below:

View the story “#WorkTrends Storify: “Where Have All the Mentors Gone?”” on Storify

The TalentCulture #WorkTrends Show is all new on Wednesday, March 30, 2016, from 1-2 pm ET (10-11 am PT). Join TalentCulture #WorkTrends Host Meghan M. Biro, as she talks with author and keynote speaker Ben Fanning about how to turn your current job into one you love.

Join our social communities and stay up-to-date! The TalentCulture conversation continues daily. See what’s happening right now on the #WorkTrends Twitter stream, in our LinkedIn group and on our Google+ community. Engage with us anytime on our social networks or stay current with trending World of Work topics on our website or through our weekly email newsletter.

Where Have All the Mentors Gone?

March 21, 2016/Archives /by Jonathan Segal

If each of us is honest, we know mentoring played a role for us in however we define success. Many of us think of our mentors as close friends or even family members. Many of us also think of our mentors as great teachers.

And, if we are lucky, we are able to serve as mentors, too. Lucky because we gain so much when we listen to actual and perceived obstacles to those who place their trust in us – and help them overcome these barriers.

But why do we see less formal and informal mentoring now than we did in the past? This is problematic because mentoring today is so important for developing tomorrow’s leaders.

So, why is there less mentoring? Four (4) reasons:

Formal mentoring programs cost money. Has any of you been given a blank check of recent?

Then, there is the time. We all are stretched out of our minds. Who has time to give more when you are just trying to survive?

Third, many people don’t believe they’re equipped to mentor another when they have deep knowledge, wisdom and experience to share.

Finally, there are fears of the legal risks. Can I keep a mentoring relationship strictly professional? And, if not, am I potentially walking into a discrimination claim if issues arise such as family planning?

We need to find ways to make sure mentoring happens even with these obstacles. The needs of business and its future leaders command it.

But first we need to discuss what mentoring is—and what it is not. What words pop into your mind when you hear the word “mentor?”

It is coaching not just on skills but how to pivot in the organization. Yes, that means helping to navigate the political realities

A mentor is not a cheerleader. But a good mentor does provide a safety net for prudent risk taking.

We need to think about the role of gender in mentoring programs. More specifically, some employers match based on gender. This is problematic for two reasons:

First, it stereotypes regarding who will connect with whom. Second, it disadvantages women where there are more men at the top.

Finally, since not every organization has a formal mentoring program, sometimes employees need to ask. Look inside and outside.

And, keep in mind mentoring is a two-way street. When asking, make clear to your potential mentor the benefits of mentoring.

Finally, if you are asked to be a mentor but don’t want to or don’t feel you can be effective, be direct. Do not say “yes” when you want to say “no.” That’s not fair to either of you!

Image credit : Gratisography

#WorkTrends Preview: Where Have All the Mentors Gone?

March 18, 2016/Archives /by Meghan M. Biro

There are a myriad of benefits to well-designed and well-executed mentoring relationships in the workplace. However, it appears that the practice of mentoring is starting to taper off and, in some cases, disappear altogether. During this upcoming #WorkTrends conversation, we’ll discuss the risks and rewards of mentoring, identify some of the reasons mentoring is disappearing, and explore how to reintroduce these important business relationships.

Along with our knowledgeable guests Jonathan Segal, a partner in Duane Morris’ Employment Group, and Sue Meisinger, a consultant and speaker on HR leadership issues, some of the things we’ll discuss include:

What exactly mentoring is (as well as what it isn’t)
The importance of mentoring to the business as a whole
How to maximize the value of cross-gender mentoring and minimize the potential legal risks

#WorkTrends Event: Where Have All the Mentors Gone?

Tune in to our LIVE online podcast Wednesday, March 23 — 1 pm ET / 10 am PT

Join TalentCulture #WorkTrends Host Meghan M. Biro as she talks about where all the mentors have gone.

#WorkTrends on Twitter — Wednesday, March 23 — 1:30 pm ET / 10:30 am PT

Immediately following the radio show, the team will move to the #WorkTrends Twitter stream to continue the discussion with the entire TalentCulture community. We invite everyone with a Twitter account to participate as we gather for a dynamic live chat, focused on these related questions:

Q1: What are the benefits of traditional workplace mentors? #WorkTrends (Tweet the question)

Q2: What are the benefits of reverse mentoring?#WorkTrends (Tweet the question)

Q3: How can companies easily develop effective mentoring programs? #WorkTrends (Tweet the question)

Until then, we’ll keep the discussion going on the #WorkTrends Twitter feed, our TalentCulture World of Work Community LinkedIn group, and in our TalentCulture G+ community. Feel free to drop by anytime and share your questions, ideas and opinions. See you there!

Subscribe to our podcast on BlogTalkRadio, Stitcher or iTunes:

Join Our Social Community & Stay Up-to-Date!

Image credit : PicJumbo

The Foundation For Mentoring Success

October 16, 2015/Archives /by Doug Lawrence

Communication And Relationship Building Are Critical

Two key elements are required in order for a mentoring relationship to be successful. In reality, these very same elements are the key to successful relationships in our personal lives. The two key elements are trusted relationships and effective communication.

I have recently seen examples of where the breakdown in effectively communicating with someone can result in the short or long term deterioration of the relationship. If that happens to be in your personal life, imagine the impact that will have on those relationships.

We need to be tuned into their body language and their responses or lack thereof to ensure that the message we want delivered is actually being understood.

We sometimes assume that the person we are talking with understands what we are saying, or worse, apparently knows what we are thinking. That is not always the case.

Be Tuned In
We need to take that step back and ask ourselves before we send the message – how will this be received on the other end? Does it make sense?

We need to be tuned into their body language and their responses or lack thereof to ensure that the message we want delivered is actually being understood.

I have seen, in the professional environment, situations where not communicating effectively or not using active listening skills has contributed to performance deficiencies in an employee. Situations like this typically arise due to a manager or supervisor who does not communicate well and is not very good at building relationships with their employees.

Develop Those Relationships
As a manager or leader, you do need to develop relationships with those whom you work with. Failure to do so will have an impact on your ability to communicate in an effective manner.

As a manager or leader, you also need to consider whether your organisation has set itself up to be mentor ready, if a mentoring culture is what you are building on.

Effective communication is part of the effective mentoring process. Both participants in the relationship need to be able to send and receive information and to do so in an effective manner.

If you are the mentor, listening and hearing what is being said as well as focusing on the trigger words that are being delivered within the conversation will assist in guiding you to the next set of questions that you might ask. If you are unable to capture the trigger words, you will wander aimlessly in your conversation, without it having any meaning or substance.

Build Trust

Trust, no matter how we look at it, is important in our day to day lives. In fact, I would go so far as to say that without trust, you have nothing.

Without trust, we cannot develop meaningful relationships with others – whether they be part of our personal and/or professional lives. Building a trusted relationship is a key element of a successful effective mentoring relationship. Without trust, you really do not have a relationship at all.

Effective mentoring requires effective communication which includes the active listening component and the ability to build trusted relationships.

To build that trust requires work by both participants in the mentoring process. If trust is not established, you will not be successful. I have had a mentoring relationship where we could not connect, and consequently, we did not build the level of trust required to make our relationship work and to be successful.

Work On Your Communication Skills

Effective mentoring requires effective communication which includes the active listening component and the ability to build trusted relationships. Without either one of these elements, you will struggle in having a mentoring relationship with positive outcomes.

Take the time to work on your communication and relationship building skills. Take the time to get some form of training to assist you in this endeavour. Use the practice ground that you have in front of you today – both personal and professional as it will enhance your abilities in both of these areas.

After all, “can you afford not to?”

References

Image: bigstock

Don’t Just Assess Your Team’s Performance, Cultivate It!

April 8, 2015/2 Comments/Archives /by Deidre Paknad

It’s a good time to consider our roles as managers in helping people achieve their potential. In addition to assessing what they’ve done, take the time to consider what you’ve done — and can do — to help them achieve what they might.

Excellence requires opportunity, as does skill building; this is one of the greatest gifts you can give people. It also helps organizations retain employees and improve productivity.

Use These Three Tips To Cultivate High Team Performance And Create Opportunity:

1. Self assess your cultivation performance: Reflect on how much time and effort you invested in creating opportunities to excel and cultivate skill building opportunities for people on your team. How many opportunities did you provide — and did the person know it was an opportunity to excel or skill build? What impact did they have? Candidly compare this to your own experience and ideals.

2. Plan to cultivate talent and opportunities for 2015: Start with a map of skills individuals on the team already have and skills they should build over the year. Layer in excellence they’ve demonstrated and where there is potential to demonstrate excellence in new areas. With this information, develop your roadmap for what you’ll do to create these opportunities. Make it actionable with quarter by quarter actions you will take; hold yourself accountable for your plan.

3. Take pride in the effort and the outcome: Individuals on your team should succeed because of you, not in spite of you. More importantly, helping and watching other people thrive is one of the most gratifying things you can do. Take the effort personally; observe how you feel when your people stretch, grow, learn and excel. A happy professional consequence of your efforts: you’ll be developing your own skills as a leader. Talent development is the hallmark of great senior executives.

Lead by example and put the roadmap into practice in the new year to increase the competencies, capabilities and satisfaction of your team. Join the conversation on this and other topics to share what works best for you.

P.S. Workboard can help you be more efficient in distributing opportunities to excel, in building the fact base to support performance promotions, and quantifying and comparing the impact of people on your team — and your team’s impact on the company.

Make The Most Of Employee Mentoring

March 2, 2015/Archives /by Gareth Cartman

OK, so you’ve decided to invest in youth, you’ve decided to train people and build up a talent pipeline. You’ve made a long-term plan.

But that’s what most football clubs do, and they seem to fail all the time. Our record (in the UK) of bringing through young footballers is pretty awful — and a number of managers have pointed out that the mentoring system in Germany and Spain is more effective.

Are we guilty of the same thing in the workplace? Quite possibly … so if you’re going to get into mentoring, how can you make the most of it? How can you ensure that your talent gets what they need out of the system, and develops to the point you need?

1. Opposites Attract
Pairing up talent with mentor is not like a dating system. If your employee is shy, try to pair them up with someone who is outgoing. If your employee is detailed, try to hook them up with someone who is big picture.

Think about the gaps — the skills that they are lacking — and find someone who can help them plug those gaps and become a more rounded employee.

2. Save the Time
One of the reasons mentoring schemes tend to fail is that the mentor lacks the time, and often ends up cancelling meetings because of something more urgent.

That’s why it’s a good idea to schedule those one-to-one sessions for after 5 p.m. or before 9 a.m., so that there are fewer potential disruptions. But equally, it’s hugely important that your mentors buy into the ethos, and don’t see it as “one more thing to do.”

3. It’s All in the Preparation
…for the mentee, at least. Those within your scheme who have been appointed a mentor have to know how to get the most out of the relationship. This means planning the meeting — knowing what they’re going to ask, knowing what they want from the meeting. It won’t be up to the mentor to ask the probing questions — it’s up to the mentee.

4. It’s Not Teaching, it’s Learning
A mentor is not a teacher — as Ian Williams points out, a mentor is there to help the mentee learn. And that’s different … mentoring is about direction, and helping someone learn for himself or herself. It’s about giving your talent the mindset to become more effective.

Otherwise, you’d be sending them for training courses.

5. Make it Aspirational
Underpinning the whole scheme is how you promote it, and how you maintain it. Make it aspirational – give it a name, if you want – and make it interesting. Create events around it, let mentors meet up, let mentees meet up and share their experiences, and constantly seek to improve it.

And when someone does come through the system and is promoted, then it’s thanks to your mentoring scheme, and you have the living proof that it’s been worth it.

About the Author: Gareth Cartman is marketer with a background in HR who is fascinated by talent development & management.

photo credit: Second Beach via photopin (license)

What Do Interns Really Want? [Infographic]

November 16, 2013/Archives /by Heather Huhman

Developing an extraordinary internship program can be a long and winding journey. You’ll face plenty of bumps in the road, and perhaps lots of trial and error. And as we’ve seen in the news recently, you may even discover some controversy.

But overall, internships can be very beneficial for organizations — not just because enthusiastic young workers are contributing to your business goals. Internship programs can also open the door to a more diverse workforce, help add fresh perspectives to your brand, attract other young talent to your organization, and more.

Of course, employers aren’t the only ones who benefit. Although the state of the internship has shifted over time, its overarching goal remains the same — students and recent grads should gain something educational from their work experience. So, what do today’s interns really want to accomplish, and what else should employers know about them?

The following infographic, based on student employment data from InternMatch, offers insights to help employers map out a more effective internship program. Here are some highlights:

• 38% of interns want better pay
• 30% want opportunities to perform meaningful work
• 47% are interested in access to executives and mentorship
• California, New York, and Florida are three of the top states for finding college talent

Do any of these statistics surprise you? Check out the full infographic below, and share your thoughts in the comments area.

What are your thoughts? Have you experienced these trends — as an intern or as an employer?

Image Credit: Stock.xchng

What Do Job Seekers Want From Hiring Managers?

October 23, 2013/Archives /by TalentCulture Team + Guests

Written by Val Matta

Hiring managers — are you scaring off quality job seekers by failing to do your job effectively?

Although the life of a hiring manager is far from easy, you could be making some critical mistakes that not only dampen the results of your recruiting efforts, but also make your organization look bad.

Weak Links: Case In Point

According to a recent CareerBuilder survey, 75% of job seekers never received any communication from prospective employers after applying for a position. How about you? Do you respond to all applicants? Even if a job posting attracts far more candidates than you can seriously consider, choosing not to acknowledge inquiries can hurt your company’s reputation.

In today’s social media environment, bad business practices are easily exposed and amplified. Therefore, it’s wise to handle applicants with more TLC. If you don’t, the best candidates may decide to look elsewhere, and publicly encourage others to do so. However, you can neutralize negativity by rethinking outdated hiring practices and making an extra effort. Even small changes can win over great talent, and build goodwill along the way.

So, with that in mind, what do today’s job seekers really want, and how can hiring managers help?

4 Ways To Improve The Hiring Process

1) Solid Job Descriptions

A poorly written job description runs the risk of attracting candidates who aren’t qualified for the position. Even worse, weak messaging may turn off the best and brightest talent. Still, less-than-stellar job descriptions are all too common: 43% of survey respondents say they found out during an interview that a job didn’t match what was promised in an ad. But who’s really responsible if a candidate advances to the interview stage before discovering that the job isn’t a fit?

Quick tip: Feature as many details as possible in your job descriptions, including required duties, qualifications, and salary information. You may also want to link to your company website, which can house testimonials or videos that help tell your organization’s story and give potential candidates a feel for company culture.

2) Acknowledgement

Here’s food for thought: 82% of workers expect to hear back from a company when they apply for a job — regardless of whether the employer is interested. Yet, a very small proportion of applicants actually receive confirmation. Job seekers clearly consider acknowledgement a basic courtesy. It’s in your best interest to reach out and maintain goodwill with applicants — who may also be loyal customers.

Quick tip: If you don’t have time to connect directly with every job seeker, then automate the process. Email applications and applicant tracking systems offer personalized message capabilities. It may not be true 1-to-1 communication, but it certainly is better than keeping applicants in the dark, and it demonstrates your appreciation for their interest in the company.

3) Ongoing Feedback

The previous point speaks to the importance of acknowledging contact — letting applicant know you received and reviewed their resumes, or that they’ve been turned down. But it’s just as important to communicate with active candidates throughout the hiring process. Letting prospects know what they should expect, what they’re doing right, and how you’d like to move forward helps them stay connected and engaged. Don’t keep them guessing, or you may be lose some of your best options.

Quick tip: Keep your applicants posted through each step of the hiring process. For example, if step one requires a video interview, let them know how they should prepare. If step two is an in-person interview, provide some advance notice about the structure of the session, the people they’ll meet and the topics you expect to discuss. If you want to review portfolio pieces, indicate what types of work samples matter most to you. If they need to shadow someone in your organization as a test run, be sure you share logistical details. Communicating early and often keeps potential employees informed and engaged. It ensures an optimal impression — regardless of the hiring outcome.

4) Enthusiasm and Knowledge

Although it’s not your job to be a role model to job seekers, if you don’t seem enthused about the position, how can you possibly expect it from potential employees? Surprisingly, about 30% of workers who sought jobs last year found that company representatives weren’t knowledgeable about their own organizations. Another 34% say representatives didn’t present a positive work experience. You may be a candidate’s only impression of your company. Make sure it’s a good one.

Quick tip: Look at the job search process as a reverse interview. Make sure you’re enthusiastic about your organization and keep information about the company, the job and the hiring process at the ready. If you’re not sure of an answer, find someone who can help, and follow up. This reflects well on your employer brand, creates a great experience for the candidate, and streamlines the employment process for all.

The hiring process is about more than pinpointing great talent. It’s an opportunity to reinforce brand positioning with the community at-large, and foster stronger relationships with applicants who may be some of your strongest customer advocates. If you take time to create strong job descriptions, acknowledge applicants, provide ongoing feedback, and offer enthusiasm along the way, you’ll not only find great employees, but you’ll also win the hearts and minds of everyone who participates in the process.

What do you think? What else are job hunters seeking from hiring managers? How can employers respond? And why is this important? Share your ideas and opinions in the comments area below.

(About The Author: Val Matta is the vice president of business development at CareerShift, a comprehensive job hunting and career management solution for HR professionals and career seekers that gives job seekers complete control over their search. Val is a regular contributor to The Huffington Post, and has had her writing featured at Recruiter.com, CareerBuilder, Mashable, USA Today College Series and in other outlets. Connect with Val and CareerShift on LinkedIn.)

(Editor’s 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. Or visit the #TChat stream on Twitter anytime. Everyone is welcome! Learn more...)

Image Credit: Pixabay

Generation X at Bat #TChat Recap

October 17, 2013/1 Comment/Archives /by Kathleen Kruse

Do you ever wish you could instantly capture expert advice or opinions from across the World of Work?

Here’s an easy solution: Just ask a quick question on Twitter about generational differences in today’s workplace. Even better, ask that question during a #TChat event. I guarantee that, within moments, you’ll be drinking from a fire hose of thoughtful, passionate, articulate responses!

That’s exactly what we experienced on the #TChat stream last night with special guest, Mark Babbitt. As founder + CEO of YouTern, an organization that helps young professionals grow through high-impact information, mentorships and internships, Mark has developed strong opinions about the silent strength that Generation X brings to the workforce.

Do You Mind If I Talk About Your Age?

We were curious if the TalentCulture community agrees with Mark’s perspective. And we wondered how important generational similarities and differences are in shaping tomorrow’s organizations.

The conversation exposed what at first blush, might seem like opposing viewpoints. For example, on one hand, many participants emphasized the benefits of celebrating diversity:

“It’s not one-size-fits-all.” …and… “Let’s value the differences.” …and as Tom Bolt suggested…

A3: Recognizing the value of a diverse generational mix creates culture of innovation, cooperation, and collaboration. #TChat

— Tom Bolt (@TomBolt) October 16, 2013

Meanwhile, other participants emphasized the importance of focusing on similarities:

“Empower people; stop focusing on generations.” …and… “There are inspired, innovative, connected people in every generation.” …and as Kelly Blokdijk noted…

Smartest & most talented ppl belong to generation-H (human) #TChat #diversity

— Kelly Blokdijk (@TalentTalks) October 16, 2013

Of course, upon reflection, these perspectives are really two sides of the same coin. Both hold truths that can propel organizations forward.

But key questions remain — HOW BEST can we bring together both ends of this spectrum to create more effective organizational cultures? And how prepared is our next wave of leaders to accomplish that mission? Whenever human behavior is involved, there are many roads to the same destination. Some paths have many more detours and roadblocks. Organizations need smart navigators. Meanwhile, the business world continues to grow more complex and challenging. That’s why we’ll need extraordinary leaders in the future — regardless of their generation.

What’s Age Got To Do With It?

In the meantime, we look to one another for guidance. It’s actually phenomenal how much information has been created and shared about generations in the workplace. And yet organizations still struggle with how to “make it work.”

Just for fun, consider this quick, unscientific peek at the magnitude of commentary available online:

GOOGLE SEARCH RESULTS:
“Millennials” work = 39,000,000
“Boomers” work = 37,000,000
“Generation X” work = 3,260,000

You’d think there are enough nuggets of wisdom in there to help us understand and resolve these issues. But ideas, alone, aren’t the answer. Action is also required.

I wonder what “old-school” sage, the late Peter Drucker, would have said about this, if he had joined #TChat Twitter last night? Perhaps only this:

“If you want something new, you have to stop doing something old.”

After all, no matter how old or young we are, that’s really the only path to progress.

So let’s keep the ideas flowing. Let’s keep the lines of communication open. Let’s share what works, and toss out what doesn’t. But most of all, let’s encourage one another to be bold and try “something new.” Let’s keep trying, and learning, and growing, and evolving. Let’s look forward to creating that “new” future together!

#TChat Week-In-Review: Gen X — Leading From The Middle

Watch the Hangout now

SAT 10/12:

#TChat Preview: TalentCulture Community Manager Tim McDonald framed this week’s topic in a post that featured a brief G+ Hangout video with guest Mark Babbitt. Read the Preview: “Gen X: Leading From The Middle.”

SUN 10/13:

Forbes.com Post: TalentCulture CEO, Meghan M. Biro suggested how leaders can overcome generational differences. Read: “5 Ways Leaders Bridge the Generational Divide.”

TUE 10/15:

Related Post: Dan Newman, author of “The Millennial CEO,” examined the source of effective leadership. Read: “Anatomy of a Leader: Not Just Skin Deep.”

WED 10/16:

Listen to the radio show now

#TChat Radio: Our hosts, Meghan M. Biro and Kevin W. Grossman spoke with special guest, Mark Babbitt, about the unique challenges and opportunities that Generation X faces in today’s world of work. Listen to the radio recording now!

#TChat Twitter: Immediately following the radio show, Mark, Meghan and Kevin joined the entire community on the #TChat Twitter stream for an open conversation about 5 related questions. For highlights, check the Storify slideshow below:

#TChat Highlights: Gen X: Leading From The Middle

[javascript src=”//storify.com/TalentCulture/tchat-insights-gen-x-leading-from-the-middle.js?template=slideshow”]

Closing Notes & What’s Ahead

GRATITUDE: Thanks again to Mark Babbitt for adding your voice to this week’s discussion. Your insights about Gen X have helped challenge our assumptions and expand our understanding.

NOTE TO BLOGGERS: Did this week’s events prompt you to write about the multi-generational workforce? We’d love to share your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.

WHAT’S AHEAD: Next week, we tackle another important “world of work” topic. So save the date (October 23) for another rockin #TChat double header. And keep an eye out for details in the next few days.

Meanwhile, the World of Work conversation continues! So join us on the #TChat Twitter stream, on our LinkedIn discussion group. or elsewhere on social media. The lights are always on here at TalentCulture, and your thoughts are always welcome.

See you on the stream!

Image Credit: Stock.xchng

Gen X: Leading From The Middle #TChat Preview

October 12, 2013/3 Comments/Archives /by Tim McDonald

(Editor’s Note: Are you looking for a complete overview of the week’s #TChat highlights and resource links? Read the #TChat Recap: “Generation X At Bat.”)

I just discovered that I’m exceptional! Or to be more accurate, I’m unconventional.

I’m a member of Gen X — and according to those who analyze age-related attributes, I should feel disadvantaged and overlooked in the workplace. Fortunately, I’ve had an interesting and rewarding career path, so perhaps I just got lucky. Or perhaps the assumptions aren’t as universal as we think.

But that raises some related questions — Just how “real” is the generational divide at work? And what do those differences mean, as Baby Boomers begin to retire, and a new wave of leaders steps up to drive the world of work?

Last week at #TChat Twitter, our community collectively agreed that the office is no place for age discrimination. However, for better or worse, each generation brings a unique set of shared experiences to the workplace. Are Baby Boomers and Millennials stealing attention from those of us who are “in the middle”? If so, what kind of impact will that have on the future of work?

This week, we’re addressing those questions head-on. We want to give Gen X the attention it deserves. And we’ve invited an ideal expert to lead the discussion:

Mark Babbitt, Founder + CEO of YouTern, an organization that helps young talent develop professionally through high-impact mentors, internships and information.

I spoke with Mark briefly in a joint G+ Hangout, where he set the stage for this week’s topic:

No matter what generation you represent, we want to hear your thoughts about how organizations can prepare tomorrow’s leaders for success. So please join us, and bring your ideas and opinions!

#TChat Events: Gen X — Leading From The Middle

Tune-in to the #TChat Radio show

#TChat Radio — Wed, Oct 16 — 6:30pmET / 3:30pmPT

Our hosts, Meghan M. Biro and Kevin W. Grossman talk with Mark Babbitt about the unique challenges and opportunities that Generation X faces in today’s world of work. Follow the action LIVE online, and dial-in with your feedback and questions!

#TChat Twitter — Wed, Oct 16 — 7pmET / 4pmPT

Immediately following the radio show, we’ll move this discussion to the #TChat Twitter stream for an open chat with the entire TalentCulture community. Anyone with a Twitter account is invited to participate, as we address these questions:

Q1: Gen X is “forgotten” in today’s workforce — myth or reality?
Q2: How can Gen Xers elevate their visibility and value at work?
Q3: Why is it smart for employers to empower all generations?
Q4: How can today’s leaders develop tomorrow’s decision makers?
Q5: What could technology do to remove generational barriers?

Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed and on our LinkedIn Discussion Group. So please join us share your questions, ideas and opinions.

We’ll see you on the stream!

Age Bias At Work: Bad Business #TChat Recap

October 10, 2013/Archives /by Chantal Bechervaise

“Discrimination due to age is one of the great tragedies of modern life. The desire to work and be useful is what makes life worth living, and to be told your efforts are not needed because you are the wrong age is a crime.” —Johnny Ball

Who wouldn’t agree with that statement, in theory? But in fact, age discrimination persists. Why? And what should talent-minded professionals do about it? These were the core issues we tackled at this week’s #TChat Twitter forum.

To help us take a collective look at the impact of age discrimination on today’s workforce, two of the HR community’s sharpest thought leaders joined our moderator, Cyndy Trivella:

• Steve Levy, a prominent workforce sourcing expert and popular recruiting blogger.

• Heather Bussing, an employment law attorney who is also a founding editorial advisory board member and contributor at HR Examiner.

Here are some top takeaways, followed by resource links and the #TChat highlights slideshow:

Ageism “Sniff Test”

Age discrimination is often not as overt as other forms of bias. When interviewing for a position, older candidates may be told that they’re not the right “fit” for an organization, or they’re “overqualified” for a job. Younger job seekers may be told to pursue unpaid internships to “gain more experience.” Either scenario may be appropriate — but when a pattern emerges, it’s most likely a systemic problem. Similarly, if employees “of a certain age” are consistently left out of communication loops, meetings and business decisions, discrimination is a likely culprit.

Ageism can be a factor at any stage in our lives — and tension seems to be mounting at both ends of today’s workforce, as the economic slowdown continues and more employees are retiring later in life.

What’s The Source?

Discrimination based on age (or other arbitrary criteria) stems from our need to categorize the abundance of information that surrounds us each day. Classifying information helps us process the world more efficiently — but not always effectively.

Fear seems to be a common factor in age discrimination. We tend to feel more comfortable with things that are familiar, and we fear things that we don’t know or understand. An older worker may fear that a younger counterpart is more energetic, or offers more creative ideas. While a younger worker may fear that an older employee contributes more depth of knowledge in a particular area, or resists fresh ideas. These feelings may not be rational, but the fear can be very real. Yet, ironically, no one likes to be stereotyped.

Keeping Age Discrimination Out Of The Office

To move past age discrimination, we need to embrace diversity, in all of its forms. A culture of inclusion starts with leaders who leave age at the door. Smart leaders know that a diverse workforce contributes to innovation, and adds to a company’s value in the marketplace. It creates a “virtuous cycle” effect that encourages more collaboration among teams and employees. On the other hand, a one-dimensional workforce can breed “group think” that weakens a company’s competitive position.

How Can Leaders Foster Workplace Diversity?

Start with the hiring process. Hire the best candidate for the job. Use performance based hiring to avoid age discrimination. Consciously strive for a fair, inclusive, transparent recruitment process.

Create a cross-mentoring program. This makes sense for employers in the face of today’s talent shortage. It encourages knowledge sharing and helps support succession planning. It can also boost employee engagement.

What Can Each Of Us Do?

Consider listening and inquiry your personal weapons in the war against age discrimination. Never stop learning — no matter what your age. Embrace technology and use it as a tool to network with others and learn from them. Look for opportunities to grow personally and professionally, and share ideas with others at social forums, like #TChat Twitter — where diverse thinking is always welcome!

For more inspiration, see resource links and #TChat event highlights in the Storify slideshow below. If this post inspires you, be sure to add a comment below or jump into the #TChat stream any time. In our world of work, everyone is welcome, at any age!

#TChat Week-In-Review: Age Discrimination Perception + Reality

SUN 10/6:

Watch the #TChat Preview video now

#TChat Preview: TalentCulture Community Manager Tim McDonald set the stage for this week’s event in a preview post that featured a fun G+ hangout video with guest Steve Levy. Check it out: “Old Dogs + New Tricks: Will HR Learn?”

TUE 10/8:

Related Post: This week’s other special guest, Heather Bussing, offered a very human perspective on discrimination in a post at HR Examiner. Read: “Why Age Discrimination Should Matter to You.”

WED 10/9:

Related Post: TalentCulture CEO, Meghan M. Biro outlined 5 steps that business leaders should take in overcoming workplace age stereotypes. Read: “How To Break The Age Bias Habit.”

#TChat Twitter: This week, we by-passed #TChat Radio. Instead the entire community set the #TChat Twitter hashtag on fire, as our guests joined moderator Cyndy Trivella in a lively discussion about 6 key age discrimination issues. The hour flew by, as thousands of ideas and opinions hit the stream. For highlights, see the Storify slideshow below:

#TChat Highlights: Age Discrimination Perception + Reality

[javascript src=”//storify.com/TalentCulture/tchat-insights-age-discrimination-in-the-workplac.js?template=slideshow”]

GRATITUDE: Thanks again to Steve Levy and Heather Bussing for shining a light on workplace age discrimination. We welcome your enthusiasm and perspectives anytime!

NOTE TO BLOGGERS: Did this week’s events prompt you to write about age in the workplace? We’d love to hear your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.

WHAT’S AHEAD: Next week we focus on next-generation workplace leadership with our special guest, YouTern CEO, Mark Babbitt! Watch for more details in the coming days.

Meanwhile, the World of Work conversation continues! So join us on the #TChat Twitter stream, on our LinkedIn discussion group. or elsewhere on social media. The lights are always on here at TalentCulture, and your thoughts are always welcome.

See you on the stream!

Image Credit: Tim Tyrell-Smith at flickr

How To Break The Age Bias Habit

October 9, 2013/Archives /by Meghan M. Biro

Want to know a deep, dark secret? OK then. Just between us — there’s some truth in all those stereotypes that swirl around about Baby Boomers, Millennials and other generations. That’s actually why they became stereotypes in the first place.

But wait. There’s another truth that no one in the workplace can afford to ignore. Discrimination is a career killer. Age bias may be as old as the hills, but that doesn’t mean it’s acceptable or even legal to let it poison your company culture. And in today’s transparent world of work, that kind of behavior is bound to be exposed, sooner or later. So let’s step back and re-frame this issue.

Smart Leaders Know Age Is Not A Factor

Today’s global economy is highly competitive. Successful organizations need all the creative, useful ideas they can get. It doesn’t matter if the source is old, young or in between. As French playwright Moliere said, “I take my good where I find it.”

Yet the labels persist. You’ve heard it before: Gen Yers are lazy, entitled, and preoccupied with digital connections. Gen Xers are cynical, alouf, and make lousy team players. Baby Boomers are stodgy, inflexible, and can’t relate to younger people. Can you find individuals who perfectly fit these descriptions? Sure you can. But can you find many other people who smash these cliches to pieces? I certainly hope so! I’m one of them.

Removing Age From The Workforce Equation

If you’re serious about your success — as well as your organization’s success — you’ll reach to the best and brightest no matter how old or young they are. But how can you avoid the trap of generational stereotypes? Here are 5 steps to consider:

1) Be aware and be vigilant. Take a quick personal inventory. Do you see some signals that shouldn’t be there? You’re not alone. All of us let age stereotypes creep into our thought patterns and behavior. It happens more than most of us want to admit. Come on. Own up. Face it by formalizing it. List the age-related assumptions you make about people. Become mindful. You can’t stop stereotyping until you’re willing to recognize how you do it.

2) Disprove the stereotype. Now that you have your list, find people who make a mockery of it. The Gen Xer who has worked 80 hours a week at the same company since college; the Gen Yer who created a cohesive, winning team; the Boomer who invented a wildly exciting new technology product.

3) Retrain your brain. Now that you know who and how you stereotype, and you know how false and limiting your “reality” is, train yourself to stop believing the lie. Be prepared to practice. Making snap judgments about people based on obvious attributes is deeply ingrained in us all. Unlearning this behavior takes time, but every step is a move in the right direction. When you meet someone, pay attention to your internal response — both intellectual and emotional. If you stereotype them, consciously tell yourself to look past it, and instead look at other characteristics that are more relevant.

4) Be open to “see” the person “in 3D.” There’s a word for someone who doesn’t measure individuals by their unique strengths and talents. That word is “fool.” You’re working to build a successful career, project, or enterprise. Why in the world would you limit yourself by refusing help from willing and able contributors? Embrace the talent that is available to you. Judge people by their past performance and potential to add value in the future. Age is irrelevant in that context. You need everyone to deliver their best effort. Stay open to possibilities and reach out.

5 ) Make it a habit. The goal is to build a network that transcends stereotyping. Make a conscious effort, at least once a week, to spend time with someone whom you would have stereotyped in the past. If you’re a Gen Yer, take a Boomer out to lunch. Listen to their story and soak up lessons from their experience. If you’re a Boomer, seek out a Gen Yer to mentor. Ask what’s on their mind and how you can help. Then listen closely to how they respond. No matter what age you are, be willing to discuss personal limitations and ask for input and feedback. Too often we assume it’s a sign of weakness if we admit our concerns and shortcomings. But actually it’s a strength. As Moliere suggested, take your good where you find it. I’m not sure how old he was when he penned that advice, but honestly, it doesn’t matter!

Bottom line: In the workplace and in every other aspect of life, stereotyping is self-destructive. It denies our basic humanity, and the ability we all have to transcend superficial categorization. Smash stereotypes, celebrate individuality, and you will learn, grow, and build stronger relationships. You’ll also be a business leader that others will want to follow.

(Editor’s Note: Join the TalentCulture community tonight, Oct 9 from 7-8pm ET, at #TChat Twitter, where we’re discussing age-based discrimination in the workplace. Everyone is welcome! Learn more in the preview post…)

(Editor’s Note: Meghan M. Biro is an active contributor to Forbes.com. This article is adapted from her Forbes blog, with permission.)

Image Credit: Pixabay

Showing Workplace Competition Who's Boss

September 18, 2013/Archives /by

“How will I stand out in the crowd?”
“Do I really have what it takes to succeed?”

These classic workplace questions cross everyone’s mind from time to time. No matter where our profession leads us — sales, engineering, consulting, service — we must continually navigate through a sea of highly qualified talent. As our careers progress, so too, does the level of talent that we encounter. (We all experience secret moments of panic.)

Knowing this, I’d like to pause for a moment and pose a different question: “Is the way we traditionally view workplace competition getting in the way of our career progress?” For many individuals, this could be the case. So, let’s take a look at common barriers and consider how to deal with them.

Put Professional Competition In Its Place

Competition can be healthy. It does have the potential to drive us forward to excel. But if the very thought of competing derails us, we have a serious problem. Ultimately, we must face facts. We are likely to cross paths with individuals that seem more capable or successful than ourselves. (We may actually covet their role or career.) However, the very notion of competition doesn’t have to evoke debilitating stress and self-doubt. We need to remember that successful career journeys are built by capitalizing on our strengths — while maximizing the opportunities that we encounter.

To master workplace competition, we ultimately must deal with our own feelings (and issues) with the concept of competition, itself. Here are some suggestions:

7 Ways To Deal With Workplace Competition

1) Accept its presence. Competition is ubiquitous. No matter where your career leads you, there will be ample competition to keep you on your toes — and it is ever present. Try to become comfortable and make peace with it.

2) Recognize it’s not a “zero sum” game. Opt for an “abundance mentality.” Don’t take the stance that if someone else succeeds, you are doomed to fail. Another individual’s promotion or good fortune doesn’t necessarily mean that you’ll be left out in the cold.

3) Identify your “comparison other.” How you gauge your career has much to do with those against whom you measure yourself. Who are your role models? Choose individuals that motivate you and possess skills that you wish to emulate. (This is one of my favorite techniques.) Learn from your competition. Ask yourself: What are they doing right?

4) Be the “best of you.” We’re not required to be all things to all people (and shouldn’t feel pressured to do so). Instead, find a way to acknowledge your strengths and create your own brand. Find a niche that makes you indispensable — create value and build on this strength. Take control of your own career and find paths to showcase your own talent. You’ll find that you focus less on the paths of others when your work aligns with the best of what you have to offer.

5) Build alliances and collaborate. Network without staying too close to the cuff (Use the 70-20-10 rule here.) Spread your wings to develop depth within your workplace relationships — be the “linking pin” between other departments or functions and solve problems.

6) Get a mentor or a sponsor. Many successful people speak of a mentor that has either inspired or guided them. However, you also need a sponsor. This is an individual that will help you gain exposure and facilitate “stretch assignments” that test your abilities.

7) Be aware. There is no greater confidence builder than becoming your own advocate. Of course, there is a dark side to workplace competition. Watch for individuals who “fight dirty” and have an unhealthy relationship with competition. (Remember, there is no shame in protecting your own interests.) Document your accomplishments, if you feel it is necessary — and take credit when it is owed to you. If an environment causes you troubling levels of stress, seek a change.

How do you handle the pressure of workplace competition? What has worked most effectively for you and why? Share your thoughts in the comments area below.

(Editor’s 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. Learn more…)

(Also Note: This article originally appeared as a LinkedIn Influencer post. It is republished with permission.)

Image Credit: Pixabay

Showing Workplace Competition Who’s Boss

September 18, 2013/4 Comments/Archives /by Dr. Marla Gottschalk