Category: Diversity and Inclusion

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Top 10 HR Trends in 2023

We asked those at Flex HR which top HR trends they think we’ll see in 2023, and they had a lot to share about the ever-shifting workplace landscape. Take a look at the top 10 trends below.

1.  Outsourcing HR Services

One main trend that is on the rise is for businesses to outsource HR. There are many reasons for this, including that it saves a company valuable time, resources, and money, and can ensure the company is in compliance with laws and regulations.

It can be helpful to have a fresh, outside perspective, especially from a company that focuses on excelling in human resources.

 

  1. An Increase in Recruiting

As many workers have left the workplace or quit their jobs for more flexible opportunities with higher pay, many companies have lost a substantial number of workers.

This has also created a general labor shortage in certain industries such as durable goods manufacturing, wholesale trade, retail trade, education, and health services.

In the new year, these industries will need to work hard to recruit to make up for these shortages; however, companies will need to get creative with their recruiting tactics to attract qualified candidates.

3.  Compensation Changes

Inflation has brought many economic challenges, especially for employers as they struggle to keep up. Employees need raises, but raising everyone’s salary at once will cause the business to suffer.

Businesses will need to create compensation plans in the new year which address inflation and economic challenges.

Another possible change to compensation will be whether businesses choose to pay employees more based on their performance. The 2022 Lattice survey found that “65% of employees ranked work performance as one of the most important factors they want to be tied into their compensation.” Many HR professionals are working with business leaders to create plans to do just that.

4.  The Need to Navigate Legal Complexities

As more states set up laws to override FLSA, to be exempt from pay thresholds, and add paid sick leave or disability pay requirements, businesses will need to plan financially to comply.

These new laws will pose unique challenges for multi-state employers, as they may need separate pay plans and structures in every state! This is yet another reason organizations are outsourcing to HR firms like Flex HR that understand these complex law changes.

5.  Combating the Great Resignation (Still!)

In an effort to retain employees and battle the continuing trend of resignation, HR departments and firms will need to focus on meeting the new expectations and needs of employees.

The pandemic brought the need for workplace flexibility to the forefront, and it has stayed there as organizations learn to manage and maintain a remote or hybrid workforce. Many employees transitioned to a completely different lifestyle working remotely and now resist the call from organizations to return to work.

The 2022 Lattice Report predicts that it won’t just be the great resignation affecting turnover. This next year, “limited resources and an uncertain economic outlook” will no doubt cause employees to question whether they can continue their job.

Recruiting is expensive, so it’s in the best interest of organizations to listen to HR leaders who advise that they take measures to focus on meeting the needs of their current employees.

Jim Cichanski, Founder & CHRO of Flex HR predicts that the rate of resignation “should slow down, but current and potential employees are all about “me.“ Companies are making a lot of changes in benefits and finding alternative approaches to flexible work schedules.”

6.  Using Automated Systems

These past years, we’ve seen more HR departments move toward “embracing automation to work smarter, not harder” shares Deirdré Huff, Sr. HR Manager of Operations at Flex HR.

Automation can be used for planning, regulating company compliance, hiring, making requests, and managing performance. As it saves time and can help streamline business practices, we anticipate it will continue to be used in these areas and more.

7.  Pay Transparency

Many new laws require employers to disclose salary information in their job postings or share how much employees make. Part of the movement toward this is to increase equity and decrease the chance of pay discrimination.

Of course, it is up to each company how transparent they will be with their employees, but the movement has already begun to gain traction.

8.  Revamping Training

As work is still hybrid, or fully remote at some workplaces, this continues to force organizations and HR firms to ask how to train employees without simply resorting to videos or video chats.

There is still a need to revamp the training process to meet the needs of different employees, and having a successful training program is more important than ever if businesses want to retain their employees.

9.  DE&I Initiatives

Diversity, Equity, and Inclusion (DEI) is still top of the list in Human Resources. Companies still struggle to create appropriate policies to prevent and address discrimination and harassment. More than that, the focus is still on how to create an environment of inclusion to foster the well-being of all employees.

This will take the form of training programs and written policies, as well as be incorporated into company practices.

10.    Accessibility

In the same spirit as DE&I initiatives, HR departments and organizations are encouraging companies to include plans that make work and resources more accessible to all.

Though the Americans with Disabilities Act (ADA) was passed in 1990 to discourage discriminatory hiring and business practices toward those with disabilities, there are still hurdles to climb in this area.

Companies need to create plans to include everyone and make sure they have the same opportunities, which means accommodating those with disabilities.

What should HR professionals prioritize to meet changing demands?

At Flex HR, we have to adapt to the changing workplace continuously. In the new year, we recommend you embrace the new workplace trends by prioritizing people over policies and be prepared to continue to tweak and change your policies (though you’ll have to create them first!).

Engage and Retain Employees

With the number of people leaving their jobs or the workplace in favor of a more accommodating lifestyle or higher-paying job, your first priority should be to keep your current employees.

Phil Davis, Senior Vice President at Flex HR, advises that one way to do this is by paying them a fair wage, “+/- 10% of the prevailing wage market. Being above market is your best defense against turnover due to wages.”

Other important factors that prevent turnover are creating a positive workplace and having competent, caring supervisors.

Jim Cichanski advises that HR departments focus on “providing resources and interventions for the mental, physical and financial needs of their employees while maintaining a safe and healthy work environment.” He says the best way to retain them is “by listening to their needs, creating a culture of company trust, and responding appropriately to requests and concerns.”

According to the 2023 Lattice Report, the big things that leaders have identified to make employees stay, aside from fair wages, include company leadership transparency and providing more feedback and more structured career paths.

Know and Adapt to the Changing Laws

Throughout this next year, organizations will need to work hard to keep on top of the new laws and regulations.

In terms of navigating the new laws in some states, Phil Davis recommends that you “engage a reputable and competent outside source to help maneuver the changing legal landscape.”

Similarly, Deirdré Huff, Sr. HR Manager of Operations at Flex HR emphasized the importance of “maintaining legal compliance as laws continue to change.”

Many changes are coming, so let us help you prepare! Consider consulting Flex HR to help with your human resources needs in the new year.

Contact us now to discuss your HR needs.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

 

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Accommodating the Disabled in the Workplace.

There is so much buzz about Diversity, Equity, and Inclusion (DEI) in the workplace, but what about disabled persons and their accessibility (or DEIA)? The goal of putting DEIA initiatives into place is to value all individuals in a company, giving them the opportunity to show their strengths, but also ensuring they are given the tools they need to succeed.

Human Resource experts know all too well that few organizations put in the proper plan of action for hiring people with disabilities. Employers should verify their company handbook is updated to include policies and best practices for employees with disabilities to be given the capabilities needed to fully participate at work. And with the increase of employees working remotely, companies should focus on disability inclusivity to drive motivation and retention.

The Americans With Disabilities Act (ADA) safeguards the rights of employees with a disability by enforcing businesses to comply and offer reasonable accommodations to allow employees to work for a job they are qualified to do. But what exactly are considered reasonable accommodations and how can businesses welcome, and best practice these parameters?

Flex HR’s own Lytana Kids, HR Consultant, was interviewed by Authority Magazine to share her expertise on how businesses make accommodations for customers and employees who have a disability. 

“In practice, the ADA requires companies to consider accommodating an applicant or an employee who has a need that may be out of the norm from others,” Lytana clarifies. She explains some reasonable accommodations “for example, maybe you have an employee who has a back problem and an ergonomic chair may provide the support they need, or a hearing impaired applicant who may need an interpreter to assist with their interview, or technology added to their computer that allows them to receive information differently rather than audio.”

These alterations are nominal in costs, not causing a business undue financial hardship. Choosing which modifications are practical for each employer is crucial, as this is a key approach to creating a long-lasting culture of acceptance. Developing an inclusive workforce is critical to represent the customers a company serves. Furthermore, it allows for more creative and innovative thinking for career growth.

Lytana shares that “as an HR leader I believe setting the right tone and culture is instrumental in the creation of the company being acceptive of differences, once this happens it’s not a special program that people have to follow, it’s a culture.” A key piece to this is training both for managers and HR professionals. “Both groups must know and understand the law, be realistic in their approach to accommodations and be willing to think outside the box. Another very important best practice is an “accessibility” employee resource group. This group not only has to be supportive of each other but should have an executive sponsor who learns what they, as employees, may need to then provide that support for the growth of the business. This is a win-win for both the company and the employees.”

As you now understand, Human Resources plays a major role in how workplace disability inclusion is adapting positive changes for organizations. The priority in the workspace should be validating all employees feel welcomed, appreciated, comfortable, and valued for their differences in a supportive work environment.

Flex HR customizes plans for each client, letting you choose as many or as few services as you need, depending on your business. Reach out for more info today! 770-814-4225 or 877-735-3947 (1-877-7-FlexHR)

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

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Living and Working with Mexicans – Online Course

The Chief Culture Academy

The Chief Culture Officer Academy is pleased to announce the launching of its online course Living and Working with Mexicans. The Mexican culture is rich in customs, traditions, and intriguing behavioral patterns; and this one-of-its-kind short course offers you the opportunity to dive into the very roots of the Mexican way of life.The curriculum and practical activities are carefully designed for:

      • Expats (retirees, executives, diplomats)
      • Foreign students
      • Foreign investors and import/export professionals
      • Travelers
      • Mexican culture enthusiasts
      • The program content includes the following topics:
      • Culture and human behavior fundamentals
      • The roots of the Mexican cultural identity
      • Values and attitudes in the Mexican society
      • Mexicans behavior in the workplace and business
      • Other key features:

Completely online. You can access the modules from anywhere: the living room, your office, the cafe; and using the device that best suits your needs, your smartphone, tablet, laptop, etc.

Your schedules, your pace. The estimated time to complete all the modules is 3 hours, which you can organize at your convenience as it is available 24/7.

Natural voice and closed captions. Our video lessons are English spoken and created with a native speaker’s natural voice. They also include closed captions to enhance your learning experience.

Certificate of completion. Get your digital training certificate when all the lessons are completed.

Course instructor: Francisco J. Santana

Francisco Santana

Francisco Santana is a cross-cultural expert who conducts training sessions for business professionals who are involved in intercultural duties. He specializes in cross-cultural communication, negotiation, and business etiquette; virtual team management, as well as in culture shock.

 

 

For more information and enroll in this course please click on this link:

https://academy.thecco.com.mx/courses/mexicans

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Foreigners

“I want to know what love is.” Foreigner

Stephen Dawson, DSL

I have what is called the tea-tip theory. This theory was established by me in 1985. It helps determine food server gratuity. The theory works as follows:

Keep my tea glass filled, and there will be a tip. Otherwise, the tip remains a theory and no reality.

This theory was formed based on my realization I must not have held the same belief system as the food servers of my past who were unable to understand my consuming a beverage during my meal is what I meant when I asked them to keep my tea glass filled during my meal. I did not want further misunderstandings to occur between seller and buyer by way of a foreign concept. So, I take action since then to assure there is no doubt present in how I ask to be served.

This theory helped lead me over the years to learning there is only one of me. Furthermore, there is only one of each person. We are each one-of-a-kind. Now, I am a big fan of uniformity. There are times when it is both fitting and necessary in life. Over the years, I have come to realize there does not have to be uniformity among all things with people to get what I want in life. So, living with my being a foreigner who lives with foreigners is fine with me. This acceptance is nice since this is the way it is for all of us one-of-a-kind creatures.

We have talked at length about your strategic planning work not being accomplished as you prefer. We know it is not a skills problem, nor is it a workspace problem. We know we have a people problem. We have looked at diversity along with inclusion in researching who you need to consider joining your organization to do your strategic planning work. We are not sold yet either some or all of the people doing the work now need to either stop doing the work or leave your organization. All we know for certain now is you need more people to join your organization as full members, not on loan by way of matrix-supplied labor.

Uniformity seems to be multiplying in the cultures of the world. I see it is driven by the Internet interconnecting us to each other through smartphones. We are forming into groups of binary viewpoints of right and wrong on almost every topic imaginable. It is a combination of groups with clear formations in ideologies and structures. These groups have those who consider themselves right by their members, while those who do not hold the same view are considered wrong. I addressed some of this topic last week and also recently. I am talking much more than global workers, immigration, and refugees. I am talking about our neighbor next door and our towns, regardless of their citizenship and work permit. I wonder if we can have a culture anywhere that does not harm one another based on the justification attempts for right and wrong. I am not sure this is possible much longer, as I am watching many in this world become quite angry and hedge on the edge of great violence.

WHO CARES?

Claudia Fontes’s work caught my eye with how she views the concept of foreigners. I have never met her, but her viewpoint resonates with me to encapsulate how this people problem you are facing can be resolved effectively by consideration of diversity and inclusion. The term foreigners seems to be used more and more as a pejorative. Meaning, it is bad to be a foreigner. You are looking for new people to join your organization so you can pay them to do work for you. Do you want them to feel any form of discrimination as they are a part of your organization? If not, then they must either be a good foreigner or not a foreigner at all. Allowing them to be harmed by either discrimination or as a pejorative target are examples of the evil I spoke of last week.

SO WHAT?

I doubt anyone today will have a job until they die. I hold this belief because of how fast technology is changing the world. You, as a leader, will also most likely need to change jobs at some point in your career. What if your culture’s political system changes to the point where you either decide you need to leave or are asked to leave? Dr. Yuri Andreyevich Zhivago went through this exact scenario. I encourage you to learn about his story if you have not already. It is a story of a nation about a century ago that decided they would discard many things about their nation to form a new culture based on force. This learning should also help prepare you for the discussion we need to have soon on the topic of love. Besides, a local person who feels like they have to obtain either a literal or metaphorical work permit to be a part of your organization is already feeling like a foreigner. Leave the difficulties of encouraging people to join your organization aside, but focus on the skills the candidates hold and how those skills match your organization’s needs.

Work Visa (Permit)

David Daniels wrote an article about bias occurring during the hiring process. Dave shared recently with me, “Most companies today are using some form of an assessment in the selection process. How most are using this tool is often illegal but more importantly, fraught with potential bias.” Dave and I agree about requisite skills being present among organization members based on their role in the organization. Dave went on to say to me during our recent conversation about diversity and inclusion, “No D & I expert worth their salt would ever suggest hiring and/or promoting a person who is not the most qualified person for the position.” It is reasonable to say there are no viable means to know skill levels without conducting an objective measurement process.

WHAT IS NEXT?

Rebecca Knight shared all candidates are imperfect. I add all candidates are also foreigners. Getting comfortable with the fact there is no applicant having all you need for any role is a good move at this point. The best next move I recommend to you is understanding differentiation. The new member or members of your organization most likely will want to fit into the organization, but they are coming to help change the organization for the better. They may want to look the same as others, but they will not. They will stand out and be in the limelight for a good while. They will either be liked or disliked by your organization’s members. Positioning them for success means helping your existing organization members understand why the new members are needed. Then, you are able to begin the work of differentiating your strategic planning work to accomplish both new and more significant outcomes. It is at this point you are giving to your people what they are craving to receive from you: love.

Same vs. Differentiation

Remember, our initial meeting started with you asking why your strategic planning work is not going as you prefer. The work of leading an organization successfully requires a servant’s mindset to be held by the leader. Leadership is not about achieving fame or fortune. Those outcomes may arrive after success in a leadership role, but doing the work of a leader day after day is what you are faced with now. This work never ends until the day arrives when you stop leading. Perhaps you should stop leading this organization where you cannot plan your strategy. I brought up this point for you to consider a few weeks back. Rest assured, the larger the role, the larger the work required to accomplish the role. The opportunity you have now to move people around in your organization is a key component of leading. Needing to move some people around is not a direct sign of failure. Not doing whatever it is you need to do both is and always will be a clear sign of leadership failure.

I encourage you to spend time this week working on more of your research to determine who you need to remove from your strategic planning work, what you need in terms of skills to do the remaining work, and see who you have for qualified candidates. Next week, we will begin the work to look at those candidates. Next week starts the part where most leaders quit on the servant part of leading. I will wait until next week to show you why this is the case.

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Thank you for visiting our Blog!

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Diversity

You’ll never find a better sparring partner than adversity.” Golda Meir

Stephen Dawson, DSL

I was beaten on as a kid more than once. I was small in stature and not as smart as most kids. The worst of the beatings was the verbal abuse. It took me longer to put on substantial muscles when serving in the infantry, but I caught up and surpassed many in my unit. Later, it took me longer to get through my undergraduate degree from not having a solid academic starting point. I look back and remember those who helped me advance amid abuse. It was, always, someone who was of different skin color than I, or who came from another birthplace, or who had more strength of servant character than I do today. Adversity became livable for me. I owe each of them a debt I will never be able to repay.

I heard these words from them many times: “You need to prepare.” Often, I would get a call later from many of them asking me how things went as an outcome of my preparation efforts. Many of these wonderful people were at or below the economic poverty level, but they were wealthy beyond measure in building relationships.

I shared recently we only see if we look, and we only look by choice. I shared last week learning can continue on any topic. I see people, not combinations of demographics or psychographics. There is no…them…in my book. I made the point in past columns that a people problem is not a skills problem. People need to be nameless and faceless to be related to effectively. I hold this position for one simple reason: I was nameless and faceless for years, but people related to me in many healthy ways. No one can thrive without a name, a place, and a purpose. Resolving the people problem effectively consists of more than you looking for your desired destination using your planned strategy. It all comes together by way of the people you need to fulfill the strategy you need to be planned. So, let’s talk about some of the options you have to address your people problem.

People or colored objects?

If people are a part of your organization, then you must care for them as a whole person. If this is something you cannot do, then you would do well to either separate them from your organization or stop leading your organization. There is no one-size-fits-all for this decision point. Take the actions to communicate the separation milestone, deliver any severance, handle public relations, handle any litigation, say goodbye, and move on. This recommendation goes for both the person you are separating from your organization and yourself whenever you stop leading.

Let me be clear. I endorse, without hesitation, putting a person into a role by their skills in combination with the espoused morality of their worldview found in their ethics. There is little value in doing anything to meet the demands of anyone who has no interest in you. Yes, there are times when codified mandates exist contrary to your position. However, you are still faced with a whole person to either have or not have as a part of your organization. Let’s dig deeper into the reality of having the whole person in your organization.

MICROPROCESSORS

There is somewhat of a new obstacle in current events claiming there is a recent shortage of microprocessors. Imagine trying to run your organization without all of the resources that use microprocessors. Ford had to cut production of their F-150 recently due to semiconductor chip shortages. The F-150 is noted for sales achievements. Bindiya Vakil and Tom Linton described this situation from the global perspective. Let’s use this microprocessor topic to help address the people change problem you have in getting your strategy planned.

DIVERSITY

Please, stop and read the definitions for diverse and diversity before reading further. Then, take a read through diversity in the context of business. I urge you to step through the historical overview of equal employment opportunity and affirmative action.

No alt text provided for this image

David Daniels, a noted diversity and inclusion (D & I) professional I work with during management consulting efforts, told me his initial approach to the people part of our collective work. “There are so many different definitions out there when it comes to D & I, and I always work with each individual organization to frame it around their vision, mission, and values.” He shared with me some of his wisdom. “The analogy that has always stuck with me to succinctly describe D & I is this: Diversity = you were invited to the dance; Inclusion means you were asked to dance all night.” His analogy makes quite a bit of sense to me. I encourage you to read David’s Reflections article to understand more of his insight.

If fame is a skill, then you are staffing a role based on a fleeting skill. How long will such fame last? This question must be answered to assign meaningful present value and calculate the probable future value of the work delivered from this skill. Fame has a bit of energy to it, but it is similar to eating sugar. Sugar is fleeting energy, not lasting energy. If you need quick energy added to your organization, then fame is a way to get it. However, fame pushes those who are not famous aside and disables some of their ability to deliver productive work output to you. Now, let’s use the communicating-preparing-pursue plan I experienced as a child to see how it can help you with your identified people problem.

COMMUNICATING

Building the understanding of what another person has going on in their head to know how they can contribute best to your organization is a constant action. These conditions change from what Chesterton shared, so they must be measured frequently. It is the intersection of demographics and psychographics for each person combined with knowing where they fit into your organization based on how the other folks in your organization are doing at the time. It is going from nameless and faceless to a name with an identity to form a purpose, to determine their place in your organization. This purpose and place combination is not static. It is likely to change, knowing people have good and bad times, as do organizations comprised of the people you serve as their leader. The needs and wants combination for everyone will change accordingly. Communicating with your people is the only way to know these answers first hand.

PREPARING

It is unlikely you will be able to resolve the identified people problem with a single decision criterion. I make this statement as people are much more complicated than either a machine or a microprocessor, though both have features and benefits. Preparing has both an exact checklist of actions for the work at hand combined with actions specific to each person. We measure by outcomes, so the preparation matching the outcomes is only varied by the preparation’s execution actions. I am talking much more than Monday Morning Quarterbacking. I am talking about measuring outcomes without bias.

PURSUE

The follow-through of planning and doing is then pursuing understanding the outcome of the doing. The phone calls I would receive from loved ones looking out for my best interests had a combination of encouragement, recommendations, and a bit of tough love correction. You as the leader must, I repeat…must…use a similar formula in fixing your people problem. Why must you do this? Because you have a whole person in your organization for now. You are trying to decide if you need to move them to other work assignments in your organization or say goodbye to them as their leader.

WIND UP

Okay, getting back to the microprocessor illustration I spoke of earlier in this writing. Think about small devices as you consider how you select people to be a part of your organization. Think about the diversities combined in the technologies to make a device you use as you think about how you value the diversity of people to do the work you need and want to be accomplished. Then, take some time to watch the following short film.

I saw the film Most about a dozen years ago. It gripped me with the reality I was not viewing people then as I do today. I was limiting my view of people to those who I knew personally. Your selection of people to be a part of your organization most likely will mean you do not know every one of them as well as you do your close friends. Take the time this next week and watch this short film without interruption. It is 32-minutes long. I recommend you prepare your schedule to watch it uninterrupted. I hope it will help you measure your willingness today to see people as a whole, especially the part about them being nameless and faceless, to decide what you need to change about your people seeing willingness going forward. We will talk about how your viewing experience of this short film went for you during our time together next week. I anticipate you will be both shocked and irritated at the realities you experience from this film. I was when I watched it. I remember to this day how I felt at the end of the film: ashamed to find my unknown willingness not to see a whole person, but enabled to change for the better.

Link to Short Film

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Dr. Stephen H Dawson

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Thank you for visiting our Blog!

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Reading – Stephen H. Dawson, DSL

“A capacity, and taste, for reading gives access to whatever has already been discovered by others.” Abraham Lincoln

Dr. Stephen H Dawson

I do not know why the Steven Spielberg film skipped over the assassination event of Abraham Lincoln. I am not a huge fan of Daniel Day-Lewis’s work, nor do I have anything against him. I believe Day-Lewis portrayed Lincoln with excellence. Lincoln shared in this film he studied the work of Euclid in his Elements writings. I think, but I do not know, that both Spielberg and Day-Lewis were attempting to make the point that understanding their work required the audience to do some supporting reading on their own to grasp the magnitude of the story presented in the film. This postulate of mine brings me to the topic for our time together this week. Specifically, making good on my commitment to you to discuss how diversity, inclusion, and what Chesterton talked about with the human species will help you get out of the circumstances hindering your strategic planning work.

I shared last week about the need to look should one want to see. I looked over some of Euclid’s Elements recently, remembering how they helped structure my thoughts years ago when I first studied mathematics. Mathematics helped me learn how to read. I needed the means to get through spelling, grammar, and punctuation learning obstacles to accomplish writing assignments of the materials I read. I was able to approach the skill of outlining what I read more effectively, as I had a formula for how to accomplish the outlining. It led me to help me read more effectively. The simplicity of logic apart from rhetoric found in mathematics helped me understand better how to form my messages to convince readers my points were valid, doing so with either reduced or no conflict. I enjoy conversing, but I enjoy writing more than public speaking. Both have proven to me I need to plan what I communicate by being sure of what I have read in my life.

I also shared last week realizing strategy work is not progressing as desired means either your people do not have the time to do the work, or they do not have the skills to do the work. This condition, at its root, is an organizational design problem. No credible leader will ever find they are in this position. A successful leader knows their people, their abilities, their conditions, and operates their organization accordingly. Spielberg’s success in his film work tells me he is a successful leader in film work. I view Lincoln as a successful leader of a nation. I am convinced without reservation that reading is a critical success factor for staying out of the mess I identified as the cause of strategy work not progressing as desired.

WHAT READING?

Reading can occur in many different forms, such as letters, numbers, symbols, colors, or hand and arm signals. Effective reading involves not only considering a text in the original language but also translations of the text. Euclid’s Elements is the second most published book in history. Consider reading this text in another language to see how it reads to you. Consider also the value of a translation that is not literal but paraphrased.

Take the daily newspaper and look at any topic from different writers. The reporting on the same topic will often vary widely. Take some time and read how the Wall Street Journal article and the Financial Times article regarding the McKinsey leader’s recent dismissal differ. Think about bias and diversity as you read these articles. How did each writer look to help their reader understand what has happened with McKinsey’s performance as of late? Does either of these articles help you want to change your staffing choices? My point is you will see quickly how learning can continue on any topic and how miscommunications can occur from what seemed to be a clear and understood text.

HOW MUCH READING?

Kate Northrup wrote about the viability of planning when the future is unclear. She gets into the topic of strategy. She implied reading is required to accomplish her recommendations. I am of the position that reading should be perpetual. There is no shortage today of material to read. There is a distinct decline in the credibility, meaningfulness, and associated value in most of the material available to read today.

I did an Internet search for images of reading. All of the images I found involved only people looking at physical books. Looking at a computer screen is called viewing. So, there is a belief growing in our society that reading can only occur in books. I disagree with this claim. The definition I provided of reading did not include reading expressions on a person’s face. I can view an expression, but I do not know for certain there is a message attached to an expression. Hence, it is best to keep reading to letters, numbers, symbols, and colors that can be referenced later when you need to come back to them. I equate reading a book with viewing letters, numbers, symbols, and colors on a computer screen. The answer to how much reading you need to do is this: whenever you have enough proof to know you have the facts to do what you need to do.

I have shopped exclusively at Men’s Wearhouse for suits, shirts, and ties since 1999. They impress me with their overall experience. The people both in the stores and on their telephones who have helped me over the years sometimes have my skin color and gender; other times they do not. I care about getting the suits, shirts, and ties that I need and want more than I care about a particular skin color or gender helping me. Their industry has suffered from the cutback on social outings and workplace gatherings last year. They went into bankruptcy in 2020 and are emerging through restructuring. They have an idea to help increase their sales by doing measurements of a customer’s body dimensions by scanning, matching these measurements with inventory, and deciding how to serve their customers best. It is an impressive undertaking. Imagine how much reading they had to accomplish to come up with this system. Then, imagine how much they have invested in this system. They, as a company, are at the point of either growing much more or dying. I cannot imagine their debtors would have approved their restructuring plan to include this new system without sufficient credible belief the plan will return a suitable profit. The Men’s Wearhouse story is an example of how much reading is necessary to run your organization effectively.

AM I SURE?

I believe, based on the espoused morality of my worldview found in my ethics, there is never a valid reason to be either rude or disrespectful. Seattle Mariners chief executive Kevin Mather resigned recently due to disparaging remarks he made about player English skills. His career-ending event could also mean Mather is finished as a leader. I have two good friends, both in their thirties, who are illiterate. One is a carpenter, the other a welder. They struggle to have enough income. They are both happy, each with a small family. They both want to learn to read. You are looking to now restructure your organization with those who have the skills you need to do the work you need to accomplish. Do you want to have a literate person who you have to terminate or an illiterate person who does a great job for you? I am of the position you need literate members in your organization, and you do not need problems. How can you differentiate when a literate person will make an unpreferred choice such as Mather did, or that an illiterate person can make preferred choices?

I do not have the skills to operate heavy equipment. Do you want me to come near your house operating either a bulldozer or an excavator until I gain such skills? Do you want me to sit atop the running equipment and read the owner’s manual as I figure out how to use the heavy equipment near your house?

Heavy Equipment

WIND UP

Your acting on your realization you need to alter your organization members who have neither the time nor the skill to do their assigned work is too late to accomplish this repair with discretion. You must take corrective action in public light to achieve the necessary changes. The terms diversity and inclusion, terms I have yet to define to you, are what you look to address to alter your organization effectively. The only way and I mean the o-n-l-y way, to go through this process effectively is first to understand the topic of evil. I also need to define the term evil to you from my understanding of it. Succeeding in making these people change is not about removing or adding more of skin color or gender. Do you want anyone who does evil as a part of your organization? Do you care about their skin color or gender if they have the skills you need to do the work you need to be accomplished? Do you have the means to measure the skills your people claim to possess? Are you, in the espoused morality of your worldview found in your ethics, able to prove you both need and want your people to have the skills they need to do the work you need to accomplish more than you desire for skin color or gender headcounts in your organization?

Deriving Definitions

Next week, we will begin to tear apart the fabric comprising the terms diversity, inclusion, and evil as an exercise in research. This week, I encourage you to spend time contemplating how much you care about skin color and gender in comparison to relevant skills you need your people to have to do the work you need to be accomplished.

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Stephen Dawson, DSL

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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Destination Unknown

 

The Sky Above

“He who angers you controls you.” Unknown

Stephen Dawson, DSL

I am a planner, a work-the-plan, a get-it-done kind of guy. I’m not particularly eager to live without a purpose helping to guide me to a predetermined destination. I modify the plan when it is suitable. However, I adjust the plan with justification for the change. I work on the concept of mapping out where I want to go in comparison to where I am from a figurative standpoint. It works for me and for the customers I have served over my years of caring for them.

2020 had me in the company of what seemed like the majority of the human population. I had more people coming to me for my advice on what they should do amid global health, economic, and political upheavals than I have experienced in years. It became clear to me the pattern resident in these inquires was an espoused anger hiding their genuine fear of the unknown. These people had an unquestionable problem. The answer to this problem was clear: help them with the strategic planning of their circumstances.

I considered at length the anger I witnessed. The Latin adage si vis pacem, para bellum is translated as “if you want peace, prepare for war”. I also heard the angry people tell me they were fighting this and that. They were fighting against COVID-19, fighting for a political agenda, fighting to stay in business, fighting to either have or prevent this or that. It was not clear to me who they were fighting, how they were fighting, and often why they were fighting. I found the deeper I went to understanding their fighting, the more I could see their fears. They were trying to get back to peace by fighting in some type of hostility. I understood this condition, as I struggled with it myself for years.

There are many clear reasons before us today as to why anger has advanced to fighting. A 2020 report from the Corruption Perceptions Index published annually by Berlin-based Transparency International ranked global regions where corruption occurs. A summary review of these regions also found strong economic growth where there is little corruption. The Wall Street Journal reported this week McKinsey is in settlement talks with states over how they advised Purdue Pharma to boost their OxyContin sales. I will spare us both the heartache of addressing the drama trauma of the 2020 US election events. Suffice it to say, there is quite a bit of undeniable defiant aggressiveness by those we are to be trusting for leading us to cause their followers to be upset with their performance, upset to the point of angry, and angry to the point of undertaking some type of fight with them.

WHAT IS THE POINT?

I both read and hear from those around me, and abroad, they feel burned. Burned, in terms of being misled by their leadership. Misled, to the point of metaphorically having their hand burned by being told to trust touching the pot that is quite hot. Misled, in terms of not having income anymore from employment that is no more. Misled, from not being sure what political topic we are working on now as there are so many topics, and a good leader would have the decency to tell their constituents what topic to work on for the moment. Being burned, as it were, is no justifiable reason not to have a plan to carry out the strategy you need to accomplish for your life and for your followers, for you to realize success. I get mad when I burn my hand. I release adrenaline to deal with the pain. It is a form of controlled anger. It is an act of survival, as I am not sure how badly I hurt myself from the burn. I have not cut my hand off as of yet to respond to any burning, any pain, or perhaps the shame of having burned my hand. It took me years to learn being burned, as it were, by an unhealthy relationship is not a justifiable reason to not continue to relate to people. The example I present here is both literal and figurative. They both hurt, and they both changed my behavior. The point is to use the pain of your being burned, perhaps by yourself from not having a plan to accomplish your strategy, to change your behavior now for the betterment of you.

WHAT TO DO?

The most direct form of counsel I can provide anyone undertaking strategic planning is to calm down, eliminate anger, and move to a reasoned position. “He who angers you controls you.” I make this statement because those who have no plan to determine and accomplish their strategy have come to me in a state of calamity. I have no reason to believe this combination will change based on what I know of human behavior. I cannot overstate the value of a calm approach to accomplishing strategic planning. I have seen people achieve this counsel somewhere between a matter of seconds and a matter of years. Sure, some parts of strategic planning can be accomplished from an upset, angered, and even unreasonable position. However, I am talking about getting out of the mess you find yourself in sooner than later. It is not my place to judge how anyone arrived at their lot in life. It is my place to help them move to a better place should they want my help. Better, what is better? We all follow someone, one way or the other. Defining betterment is a question only a follower can answer. Only the follower can answer it because they decide with each step they take to continue following their leader once they have determined their leader is leading them to a place more preferable than where they stand now.

WHERE TO START?

I lived near the ocean for many years. I would spend time daily looking at the beauty of the clouds. The ocean always seemed to have more clouds than land areas. The sky above us, the unknown. I have flown in planes and jumped out of them by parachute. Looking at the sky helps me have a more refined view of the circumstances I face, to help me put things into a more healthy perspective. The sky over the ocean is so much different from the sky over land, such as Tennessee’s mountains. A recent morning had frost in the backyard, reminding me both warm and cold days have colors to alter my perspective of the moment. A significant difference is the amount of heat coming off the continent to the ocean’s vast openness. Get the heat off of you by putting aside anger, deciding to stop traveling to an unknown destination, and begin the work of determining where you want to go. Sure, read the thermodynamics laws as the starting point for your strategic planning if this will help you. However, please do not decide you need to master them before undertaking your strategic planning efforts. The key here is to take action now with your first step. Putting aside anger to meet the fears you face of not having a well-prepared strategic plan now to live this thing called life is a huge step. Take a moment and give yourself the credit you deserve for taking this step.

My journey with music had me performing as an instrumentalist for several decades. I learned so many crucial lessons about enabling followers, those attending my concerts, to appreciate my work by understanding the material I performed with greater depth. They understood it more when I spoke for a minute or two about the song I was to play, either before or after playing each song. It was not me bragging about my greatness or diminishing the listeners who did not know all of the finer points of a tune I would play for them. It was bringing new insight to them about what they were hearing. It matched a story to the song, perhaps a current event, along with what I knew of the audience in that moment, which helped form my spoken words to them. It was augmenting their ability to listen to what they were there by their choice to hear.

It saddens me when someone comes to me and tells me they need strategic planning, want strategic planning, are unsure what they will do without strategic planning, but are afraid they will not do strategic planning well. A music producer I worked with would go and sit with his daughter at her house, who had given up her career as a stockbroker to be a stay-at-home mother. The producer’s grandchildren invariably had other children around. He would attempt to make a point to the toddlers about something he had on his mind. He concluded that if he can get his point across to toddlers, then he has succeeded in his messaging efforts. He used his powerful messaging ability to help me understand how to record better some of what I called pretty good music. If you, at your lot in life, can understand strategic planning as a series of plans involving simple communications, then you have the necessary understanding to undertake your strategic planning efforts. Note, I did not say you have the understanding of a child. What I am saying is you have the innocence of a child. This innocence is a critical success factor in accomplishing effective strategic planning.

The planning of your strategy most likely involves more people than just yourself. It is reasonable to hold a bit of fear that you will harm them by planning poorly. I encourage you not to become angry at them as you find a way to tell them you did not yet prepare the strategy you need to accomplish. Such anger will only harm the relationship you have with them. How many press conferences have you watched in the past few months where either the speaker or an interviewer was angry? How many excuses have you read in the recent business news where low earnings are not the business leadership’s fault? How many times have you seen children trying to learn virtually their school work from home and decide schooling is not worth the pain? There are more than enough examples around us today to understand the gains from having strategic planning more than justifies the pain of getting your first planned strategy written down and executed. Think about you living out 2021 without accomplishing strategic planning. How do you think you will enter 2022 with two concurrent years of little to no strategic planning accomplishments?

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

 

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Dr. Stephen H Dawson

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

Stephen Dawson, DSL

Vice President Strategic Planning or Business Development
by Dr. Stephen H. Dawson, DSL
February 4, 2021

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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A Fresh and Effective approach to Strategy

How many hours are spent every year in meetings conducting strategic planning sessions only to find the plan ignored? Or, in today’s Agile approach to business, the confusion reigning with a lack of effective and timely communications of shifting priorities. The human element cost can be tremendous with employees left confused with engagement levels constantly fluctuating, impacting output.

Two very successful entrepreneurs have combined forces providing your organization with access to a fresh and effective approach to strategic planning and execution:

Dr. Stephen Dawson is a strategic internal or external consultant who provides exceptional-business building outcomes in the United States and Southeast Asia by utilizing his visionary abilities to design and deliver the next generation business productivity tools to assist regulators in accomplishing economic development. He has maximized his postdoctoral work in ways to blend his exceptional education with his outgoing personality and strong communication skills. He is also an Adjunct Professor with Regent University, serving with the Department of Business, Leadership, & Management.

Dave Daniels (BA/MA) is an accomplished senior business, human resource, and DEI (Diversity, Equity, and Inclusion) executive. Having held leadership positions throughout the country, Dave’s business approach is intended to exceed financial objectives by inspiring exceptional capabilities on the part of all team members. He is an accomplished facilitator and leader of results-oriented cross-functional teams. Additionally, Dave is a Certified Coach of the IDI (Intercultural Development Inventory) process, the most respected Diversity and Inclusion (D & I) assessment in the world. While he brings a wide range of experience, Dave’s expertise in the D & I space provides for full integration of this critical piece in our approach.

What we do:

    • Troubleshoot (assess) current plans and levels of communications and results
    • Create “real” alignment and commitment to the best actions
    • Become a trusted advisor to the CEO and the Executive Leadership Team (ELT)
    • Define/refine desired outputs and impact

How are we different:

    • Identify and solve key pain points, immediately
    • Provide a strong and relevant D & I lens to every aspect of your organization
    • Access to the IDI process, as a value, add
    • Flexible and Agile customization

Contact Information: Stephen and Dave may be reached via phone or email:

Dr. Stephen H Dawson

David Daniels, Daniels Consulting
Dr. Stephen Dawson David (Dave) Daniels (BA/MA)
Executive Strategy Consultant Diversity & Inclusion Consultant
Phone: 1.865.804.3454 Phone: 1.972.269.3400
service@shdawson.com dave@davedanielsconsulting.com
www.shdawson.com www.davedanielsconsulting.com

 

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The DDC Systematic Approach – Part 5 – Mentor/Sponsor Programs 

Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? And how does an organization introduce these programs?  These critical questions need to be answered proactively and thoughtfully before embarking on this part of the Diversity and Inclusion (D & I) strategy.  Like any good business decision, there needs to be a predetermined Return on Investment (ROI = measurable results). 

First, let us dive into the first question posed, because if your answer is “NO,” then usually you won’t pursue it.  Here is my challenge to you, the CEO. How many times in your career have you witnessed a really good idea die on the vein due to several possible reasons?  If you are like me, you file these ideas away to be utilized at another time when you can directly impact the outcome of the initiative.  Examples of those failures could harken back to poor leadership, inadequate planning and/or funding, conflicting communications, or lack of commitment, to name a few reasons.   

Allow me to explore the difference briefly and simply between Mentor and Sponsor programs.  A standard Mentor/Mentee approach effectively establishes roles with the Mentee driving the process within well-defined parameters.  A Sponsorship program should be reserved for the best of the best high potential employees, as identified by the organization’s Succession Planning process.  This process is designed to be far more formal and structured with key checkpoints along the way.  Unwavering commitment, communications, and accountability is a must to optimize success.  While the Executive Leadership Team (ELT) member is key, I strongly recommend a central point of contact that both parties can draw on when needed. 

These two powerful concepts can drive real change in your organization if you commit to the following steps: 

     1- Have the right person leading these processes.  Competency and respect are paramount. 

     2- Use Succession Planning to identify the right high potentials pared with the right ELT. 

     3- Clearly define each program and the desired outcomes. 

     4- CEO commitment, follow-up, and regular involvement are a must. 

     5- Strive for continuous improvement with both processes.  Learn from the past. 

Determining the correct level of transparency will be critical to success.  I work closely with CEO’s to determine what’s right for their culture.  You guard current proprietary info closely.  I believe that the Succession Planning process should follow this template.  As a key part of this process, Mentor and Sponsor programs should follow this line of thinking. 

Should you decide to implement and/or enhance Succession Planning in your company, I am available to guide you through the nuances.  Next up:  Diversity Councils and Resource Groups. 

 

David Daniels, Daniels Consulting 

David Daniels, Daniels Consulting

 Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served. 

  

Thank you for visiting our blog! 

Jim Weber – Managing Partner,  ITB Partners 

Jim Weber – Managing Partner, ITB Partners

 I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list. 

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment. 

 

 

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The DDC Systematic Approach – Part 4 – Succession Planning

All organizations can benefit from a robust Succession Planning process.  Larger organizations often use sophisticated software solutions to administer the process which is often way too much for smaller businesses.  Think SalesForce which I have found in several smaller organizations as their CRM and are not used due to their complexity.  Like CRM’s, there are technology solutions for Succession Planning that fit the size of your company and have a much higher engagement level of use.  While the administrative part of Succession Planning is important, identifying the desired “outcomes and impact” on the organization with Succession Planning needs to be clearly established along with a high commitment level from the ELT (Executive Leadership Team).  Taking this step is a critical part of the equation.

Let us look at an example of a desired “outcome” of this process.  An effective Succession Planning process should identify current and future gaps in organizational staffing and depth.  Please remember from my previous Blogs, the D & I (Diversity and Inclusion) strategic approach is to bring an effective D & I lens to every aspect of the organization.  Unfortunately, I often witness Succession Planning processes where desired outcomes and impact are not clearly defined and absolutely zero discussion on the demographic make-up of each business unit’s staffing levels.  At best, company-wide demographic statistics may be available at the entire company level, but there is little to no understanding of how each business unit is doing.  It becomes very easy to say: “We’ve improved representation of some under-represented groups“ and leave the session feeling progress (the Outcome) has been made.

As mentioned, a proactive and robust discussion on desired “Outcomes and Impact” will set the tone for ELT (Executive Leadership Team) preparation, expectations, and execution of the Succession Planning process.  Often, it takes time for the ELT to get this critical process right, but a strong partnership of your HR and D & I leads should help you optimized this process.  I recommend that your HR lead drive the Succession Planning approach with your CDO (Chief Diversity Officer) bringing the D & I lens to the process.

Now that we’ve examined one example of the desired outcome of the organization’s Succession Planning process, what’s the potential “impact.”  Once gaps are established by business units and by position, the ELT member and their HR support have a much clearer understanding of the tactical step(s) to take to remedy the issue(s).  Effective and focused action plans can be established i.e. targeted recruiting approaches (External) along with an improved focus on Mentorship and Sponsorship programs (Internal).

My next blog will explore the difference between Mentors and Sponsors and how they can become a strategic differentiator for the company.  But for now, building a diverse pipeline of talent will enhance the future success of the organization.  However, leadership, commitment, and execution by the ELT will provide the ultimate impact by creating a diverse and inclusive organization.  Optimized results will follow.

David Daniels, Daniels Consulting

David Daniels, Daniels Consulting

Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.

 

Thank you for visiting our blog!

Jim Weber – Managing Partner,  ITB Partners

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.