Succession Planning, Part 1 – The 3 Main Tenets

75% of executives view succession planning as the top human capital challenge that could derail their company’s attainment of key strategic business objectives. Yet demographic shifts, globalization, emerging communication technologies and rising economic uncertainty have changed the playing field and altered what is required of 21st century leaders.  Existing succession planning models have not kept up.

The 3 Main Tenets of Effective Succession Planning

Companies with succession planning systems in place are set up to fail by complex processes. To ensure the ongoing success of the business and its legacy across future generations, organizations must adhere to these three main tenets of succession planning.

1. Succession planning should be a program focused on keeping talent in the pipeline. It is an ongoing process of preparation, not a one-time process of pre-selection.
2. Succession planning should be uncomplicated. The more complex it is, the less likely it will succeed.
3. Succession planning should extend beyond the top executive level to all tiers of the organization that play a pivotal role in the success of the business.

Part 2 of this series will focus on the 5 Key Strategies for Effective Succession Planning. To learn more now about the critical requirements and pitfalls of succession planning, watch, Building the Talent Pipeline to the 21st Century, or download any of existing succession planning white papers and resources directly from my website. 

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Gen X Bosses vs. Millennial Employees - Part 2

This is part 2 of a series on the contentious dynamic between Generation X bosses and Millennial direct reports. Part 1  focused on the Millennial generation and provided Gen X bosses with strategies to manage their Millennial employees. This post focuses on the Gen X experience and provides Millennials with tactics for managing their Gen X bosses.

Here are some strategies for Millennials to manage their Gen X Bosses more effectively:

Demonstrate Initiative:  Gen Xers were "latchkey kids" used to doing things on their own without supervision.  They expect the same of their direct reports. 

• Show your boss that you can solve problems with minimal guidance
• If you complete an assignment, ask for additional work to provide value
• Accept that sometimes you have to work late to complete projects

Follow Up:  Growing up, Gen Xers became risk-averse from the constant uncertainty of the energy crisis, the Cold War and AIDS. To mitigate threats at work, Gen Xers need to know that deadlines are being met. 

• Provide your boss with progress reports at regular intervals
• If you make a request and don't hear back, follow up to keep the project on deadline
• Let your boss know immediately if you won’t meet a deadline and what you plan to do about it

Mind Their Time: Gen X managers balance competing demands to meet business goals. Under constant pressure to "do more with less" they often don't have time for daily coaching to their direct reports. 

• Consolidate questions to email or scheduled meetings instead of interrupting your boss multiple times a day
• Be patient if your boss hasn't responded quickly to your email
• Avoid phone/tablet use during meetings with your boss to show active listening

My whitepaper, Gen X Bosses vs. Millennial Workers – The Contentious Divide, addresses this topic in depth and provides targeted solutions for Gen X bosses and Millennial employees for improving performance and retention. Feel free to download it or contact me directly for more insight and guidance.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Gen X Bosses vs. Millennial Employees - Part 1

A lively panel, "Millennials Speak Out: How to Manage the Gen X Boss," at last month's SXSW conference exposed the antagonistic attitudes between Gen X bosses and their Millennial direct reports. At the heart of this conflict are two distinct sets of generational values, motivations and behaviors that have become contentious, critical obstacles to performance and retention.

Here are some strategies for Gen X bosses to manage their Millennial employees more effectively:

Stay Connected:  Connected to parents and peers through close personal relationships and social media, Millennials are successful when they have an ongoing support and feedback system at work. 

• Connect frequently with Millennials using 2-minute debriefs or email/IM check-ins to answer questions and provide feedback.
• Mentor Millennials to offer guidance and reinforce company culture and norms.
• Take time to recognize Millennials by name on a daily basis.

Make it Meaningful:  Millennials want work to benefit society. They are more likely to perform (and less likely to quit!) if they feel their work has meaning and is connected to a bigger picture. 

• Explain the “why” behind your decisions - Don’t wait for them to ask!
• Acknowledge Millennials’ work and its significance to the overall project/company. 
• Provide (and participate in!) social activities to foster community.

Enable Teamwork: Millennials are peer oriented and likely to feel isolated and disengaged from their work when they can’t collaborate with their boss. 

• Promote cross-functional teamwork and communication to complete assignments.
• Include Millennials in brainstorming and goal setting sessions for their projects.
• Provide technology to connect Millennials to their network and information.

Part 2 of this series will focus on providing strategies for Millennial employees to manage their Gen X bosses more effectively.  Stay tuned!

My whitepaper, Gen X Bosses vs. Millennial Workers – The Contentious Divide, addresses this topic in depth and provides targeted solutions for Gen X bosses and Millennial employees for improving performance and retention. Feel free to download it or contact me directly for more insight and guidance.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Should You Ditch Your Performance Reviews?

Last year Adobe Systems abolished performance reviews, citing employee complaints about the existing appraisal process coupled with the company's need to retool its talent management practices to compete in the digital marketing space. The announcement reflects a growing sentiment among human capital experts that formal reviews do little to provide the type of feedback that employees need. And let's face it, most managers loathe the process.

I'm in favor of ditching the type of performance reviews that are used in over 95% of the companies I've observed. They are outdated tools for the New Economy, and in most cases the amount of organizational time, energy and money spent each year on the process far outweighs the purported benefits.

Other options exist for providing employees with effective feedback, development and rewards. I've written about these options in my new whitepaper, "Working Without Performance Reviews - An Alternative Approach." Feel free to download it or contact me for additional insight and expertise.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

New Hire Onboarding - Practical Advice for Boosting Performance & Retention

It's Day One. Do you know where your new employee is?

You work so hard to make a favorable impression on job candidates. But what happens when they show up for work? How are you handling the employee's first hour, first day, first week and first months on the job?

The truth is, most employers devote less time to planning their onboarding procedures than they do their holiday party ... a mistake that costs companies greatly in bottom line and reputation.

A "sink or swim" onboarding process doesn't work, especially for younger generations who place a high value on structured employment procedures. What's more, research shows that employees who are part of a structured onboarding program are 69% more likely to remain with the company after three years than those who are not. 

Every organization has a new hire onboarding process, whether it's managed or not. What impact do your actions have on productivity and retention? Isn't it time you found out? 

For additional insight and strategies on this topic, register for my February 19 webcast, New Hire Onboarding: Practical Advice to Boost Performance & Retention, hosted by Business Management Daily.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Helping Students Complete College with Manageable Debt

In the United States, the student debt of the Millennial generation is at an all-time high and university dropouts are on the rise. If this trend continues the demand for college educated, skilled workers will outpace the supply dramatically. 

This is why the Interchange Group supports Scholarship America, a non-profit whose mission is to make postsecondary education success possible for all students. Scholarship America is the country's largest provider of private scholarships, awarding more than $2.9 billion to 1.9 million students and spending 97% of its total budget on programs. 

As a holiday gift to our clients and community, the Interchange Group is donating funds to Scholarship America. Our wish for 2013 is to help students complete their education beyond high school with manageable debt so that our communities will prosper and our economy will strengthen. 

Happy New Year!

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

The Impact of Social Media in the Workplace

Social Media offers a powerful and pervasive communications platform that is radically changing the way we interact. Already widespread in many aspects of daily life, social media will significantly impact the way we communicate, organize work and manage talent in organizations. As the Millennial generation (born ca. 1980-2000) gains critical mass in companies and assumes positions of management and influence, social media will take on an even more central role in the workplace.  

Numerous leading-edge businesses are working to integrate social media into their decision-making, communication, knowledge management, recruitment, and talent management practices. When considering the application of social media in enterprise-wide and Human Resources systems, there is no one-size-fits-all approach or solution. Every organization is unique in its business needs, culture and readiness to adapt new technologies and rituals. 

I have developed a useful framework for leaders to help them evaluate social media's impact and role within organizations and the challenges and opportunities it brings. Feel free to download a copy of this framework, "The Impact of Social Media in the Workplace - 7 Key Trends," or contact me for additional insight and questions.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy