Employee turnover costs can be significant for any company, but do you know what costs even more?
Apathy.
When workers are demotivated, they’ll fall back on doing the absolute bare minimum. They may be mostly doing their job, but they likely aren’t doing it well and they don’t really care anymore. That kind of disengagement has an insidious long-term effect that goes beyond the individual employee. It eats away overall productivity for the entire team or company.
They fell asleep on the job. This wasn’t the first time. But they’d been a star employee!
How can business leaders deal with sensitive situations with problematic employees without putting the company at risk or risk losing productivity?
They just almost cost you $200,000. Now what?!
Learn how one company navigated a tricky situation with an older, once reliable employee that was failing hard with support from Gary and Catalytic Coaching.
What do you do when your entire succession plan hinges on someone that is floundering?
Is it safe to dive below the surface and tackle personal issues?
Here is the story of a business owner who found himself in that uncomfortable position and how he used coaching to successfully resolve it.
It may be hard to believe, but your performance management system could be hurting you in the job market! Candidates are more savvy than ever before. They know what they want from their careers and they’re looking at every aspect of your company when considering an opportunity.
Let’s face it. Coaching employees is expensive.
And time consuming.
It’s easy to find the value and wisdom in using an engaging program like Catalytic Coaching to leverage the contributions and guide the careers of executives and managers. Some feel hesitant to make a similar investment for first line supervisors and individual contributors, especially those in blue collar positions. Those folks aren’t usually as career focused and the managers aren’t often natural Coaches.
January and February have sped past us and we’re fully into the “New Year Scramble.” Tax season looms, there’s big initiatives to kick off or restart, exciting improvements in the works, and the goals list goes on.
Energizing goals you can’t wait to achieve this year.
When you get to December, what will that energy have turned into?
Hiring new employees is stressful. SHRM tells us that it will cost you at least 50% of a low level employee’s first year salary to hire and train them. If you’re hiring for middle or upper level positions, that cost skyrockets to over 150%!What can you do to increase the chances of picking and retaining the best new employees?
How many employees do you have to talk to in order to figure out how best to energize and engage a whole company? To phrase the root question in more scholarly terms, what sample size is optimum to make statistically valid logical inferences about a larger population? For example, if you’ve got a thousand employees, collecting data from ten would seem too small, but sampling 500 would clearly be too many. Larger sample sizes are said to increase precision, although they also greatly escalate costs.
What is the best thing to do with a weakness? According to the Gallup Poll data, the most successful managers don’t normally try to fix an employee’s weakness. Instead, they work around it. Ignore it, if possible. While this sounds counter intuitive to some, it actually agrees with what most of us have noticed in life. Consider coaching.
Jim Collins said, “To get the right people on the bus, the wrong people off the bus, and everybody in the right seats.” What he doesn’t say is that it’s HR’s job to make this happen. According to him, it’s leadership’s responsibility. So, how do you do this? My suggestion is quite simple. Coaching. Not evaluating. Not grading. But coaching.
It’s not uncommon for an enthusiastic auditor of my CEO workshop to declare he’s identified what makes Catalytic Coaching so unique and effective. “It’s the Yellow Sheet!” he’ll say definitively. Another sleuth will deduce the magic is buried in our training process, wherein we teach employees to be coachable. Both of these hypotheses contain an element of truth. But neither identifies the true essence of what makes Catalytic Coaching a total game changer.
I am frequently asked to describe what differentiates a successful employee development program from a less successful one. In a word, my answer is “coachability.” If I could do only one thing to maximize the chance that a supervisor’s performance improvement advice would be followed by a direct report, I’d focus on helping the direct report understand WHY a positive predisposition toward change might be in the best interest of the direct report, her supervisor and the organization. Fertile soil makes growth much easier.
When business is down and the future is scary, most prudent company leaders face the coming storm by battening down the hatches and preparing for the worst. And the last thing on their minds? Performance evaluations. Because why on earth would we want to waste time grading individual performance when company financials make it impossible to give out raises anyway? Besides, many managers and employees find abandonment of this tired ritual a small courtesy. A silver lining to the dark cloud of our current reality.
