Now that you have effectively recruited the best and the brightest talent, used an inclusive hiring process to assure that your impressive recruits became employees, and welcomed them on board in an informed and culturally conscious way, how will you develop them so that they stay long enough for you to realize a healthy return on your investment?
When does employee development begin? Employee development begins on the day your offer of employment is accepted. Development needs to be intentional and effective because development is happening - whether you plan for it or not. A great on-boarding process includes a strategic employee development plan that aligns with and supports your organization’s mission from day one.
How long do you want to retain this new employee? If employee retention is considered and discussed from the first day as part of the strategy for development, you can plot your development plan on a timeline. For example, if the goal is to retain the new employee for ten years, then you can begin with year ten and work your way backwards chronologically. What is your vision for what that employee is contributing to your organization in ten years? What is their vision? Many job interviews include the question: “Where do you see yourself in five years?” Few employers however, ask new hires this and other career-related questions once they are hired. It is true, that a critical part of the hiring and on-boarding process is providing the new employee with a tremendous amount of information to assure that they can function successfully in the organization, but as I wrote in the previous blog post, this is a great time to learn more about your new employee. This is also the perfect time to map your relationship so that you have an idea of where you want it to go. A critical element of successful plans is the ability to make changes along the way as new information is made available. Remember, this is a development plan, not a contract!
In the world of Diversity and Inclusion we have many discussions on ROI (return on investment). This question is fundamental to the amount an employer is willing to invest in an employee and what they expect to get in return for that investment. This usually includes the cost of training, the cost of recruiting, the cost of development, and related initiatives.
Employers will sometimes wait for an employee to prove their loyalty before investing in their development. This is a risky decision to make because ambitious employees can become frustrated if they have to wait too long to engage in career development. On the other end of the spectrum those who are considered to be the most loyal may turn out to be great self-promoters with little regard for the well-being of the organization and may leave sooner than expected to join the organization’s strongest competitor.
Finding Your Hidden High-Potentials
Individuals who are not members of the dominant cultural group in an organization may have difficulty promoting themselves and are often over-looked as high-potentials. These are known as ‘hidden high-potentials’. There are ways to find them and develop them into valuable leaders who become loyal, long tenured members of your organization.
How do you develop new hires without investing more than you think you want to risk or can risk? New employees can be mentored as a group by a ‘proven’ employee. Proven employees are those who have been with the organization for at least two years and are considered to be high-potentials. High-potentials are those employees who have been identified as having a high potential for becoming future leaders in your organization. A great way to develop leaders is to have them mentor others, especially new employees. This reinforces everything that you want them to know about the organization, especially about its culture.
Every organization has a unique culture. Every division within every organization has its unique sub-culture, as does every department within every division. Having new hires mentored as a group does not require a large investment. This mentoring experience creates the opportunity to establish relationships early in an employees’ tenure with your organization which will increase the likelihood that they will stay with your organization for a longer period and be more productive while they are there. Another benefit of these mentoring relationships is that they span your organization’s departments and divisions, developing a greater understanding of, and appreciation for, your mission and vision by participants. My favorite benefit of developing relationships between new employees and seasoned employees is the potential for increasing their cultural competency. For example, if a new employee is a wheelchair user, others in the mentoring group can ask - yes, ASK them - what they prefer in terms of having doors opened or people touching their chairs, etc. This is a NO-COST employee development opportunity!
Other examples of development strategies for new hires are to have them join a ‘development plan support group’ or a ‘distance traveled forum’. These two initiatives help new employees to actively participate in their career development and self-assessment from their first day on the job. They also encourage appreciation for how employees’ diverse experiences, experiences outside of the workplace and school contribute to an organization’s success. Developing your new hires using these three strategies are excellent ways to find your hidden high-potentials. Employees who are mentored and part of co-development initiatives are much more likely to speak up, offer input and volunteer for projects. They will come out of hiding because they have been invited to do so and included in your organization’s efforts to innovate and succeed.
Let me know what you think. firstname.lastname@example.org