Talent is in high demand.  Manpower documented that 52% of American companies are struggling to fill open positions.  Why?  They're looking for individuals with specific credentials and proven performance.  Where do these credentials and performance come from?  You're probably thinking tuition dollars -- but more importantly, your credentials and performance come from…..your talent.  Talent is your natural, innate ability, your personal aptitude –something you just have.   

Ideally, individuals consider their natural ability and interest level when choosing an occupation.  For example, if you enjoy writing (which I obviously do) and believe you are decent at it, pursue a career in which you will maximize your writing abilities.    That's where talent in the workplace comes into play.  Recognize your natural abilities, sharpen your skills (through education and/or experience), and contribute to your organization with the proficiencies only you can provide.   

However, there is a perpetual battle in the workplace (primarily among trainers and managers) known as the TALENT VS. POTENTIAL battle. While talent is the natural ability to do and perform, potential refers to the possibility of doing and performing an even greater job function – but the abilities are not quite there. Potential requires training, coaching, and development. Potential refers to the future. Talent is in the present – it's what you already bring to the table. Potential can be enticing in managers' eyes because they may want to mold the individual and his/her talent into a different, perhaps larger role.  Although potential is exciting and can generate positive performance in the future, a talented individual is one who demonstrates both high performance and high potential.  Bottom line, the talent has to be in place before the potential. 

So – what's your talent?  Why were you hired?  Did your hiring manager recognize a spark within you – a void that couldn't be filled by another? And do you look for that same spark in your subordinates? Whether you developed your abilities through your education or your previous experience, there's no doubt your abilities originated from a natural, innate place.  It's your responsibility to contribute to your company by utilizing your strengths and your talents and the same holds true for those beneath you.  If you do so – you may well be rewarded for your talents, or perhaps recognized for greater potential. 

Just remember, our workforce is seeking talented individuals – ones who come with those initial abilities to get the job done.  Your personal abilities contribute to your company in a way that no other can.  So bring forth your talent – remember why you were hired in the first place – by demonstrating your value and your uniqueness, and ultimately, your continuous potential.

Engaging Michigan employees in wellness. 

It sounds like an easy and important concept, but unfortunately, caring for our employees' health is not as widespread an endeavor as it should be. 

As a Michigan-based comapny -- we take interest in Michigan employees' health.  In November 2013, Crain's Detroit Business quoted Rod Reason, CEO of Healthiest Employers LL stating, “We are spending $2 Billion to affect $5 million people, and we are not changing things.”  In other words, the intention to engage our employees in their own health exists, but there is not enough movement, engagement, or progress in providing our employees with exceptional wellness programs.  

Michigan is in the greatest need for engaging wellness in the workplace. 

Unfortunately, Michigan residents face many health challenges such as high rates of obesity and chronic illnesses.  Local companies need to address these issues head-on in order to maintain healthy work environments and encourage healthy lifestyles for its workforce.  One option recommended by Priority Health is to offer online health risk assessments and provide high-risk employees with health coaching and preventative screenings.  Other options include providing fitness programs on-site, discounts to local fitness centers, and nutritious options in cafeterias and vending machines.

3Leaf Group is joining Michigan's leading companies in promoting health and wellness, and in fact – has been doing so for years.

3LG has been providing companies with health and wellness audiobook titles for their employees via our audiobook rental library.  Like Netflix, employees subscribe to an online rental program, and choose audiobook titles on health, nutrition, fitness, work-life balance, and overall wellness.  Users listen to audiobooks on their own time in any location – at their desk, at home, or while exercising.  The audiobook program provides employees with invaluable health resources and the luxury of listening to the materials on their own time.

There is no arguing that healthy employees are more productive employees.  In fact, Priority Health data shows that after providing online health assessments and wellness coaching in local companies, there was a 60% decline in the number of “high-risk” employees – thereby lowering employers' costs by $6,000 per employee.  Less sick days, less turnover, more engagement, more productivity.  That's what healthy employees give to their employers.

3LG is proud to partake in this endeavor of engaging employees in wellness.  Our goal is to help employers guide their employees in achieving a healthy lifestyle at home and at work -- and doing so in a convenient, and enjoyable way – with audiobook in hand.  

It's 2014 - Is your company going through change?

Linked In's Top 10 Predictions for Training in 2014 involve a good amount of modifications -- like watching talent and specialized needs go global, focusing on a “holistic” work experience rather than plain “engagement”, taking talent mobility and mobile career development seriously, among other major trends. 

But once you've accepted the need to change – how do you successfully implement the changes in a streamlined fashion?

In short, executives must not only express the desire to change and move forward with every task, meeting, and project they put forth – but they must also provide the resources, budget, and support to make a successful change possible.  In other words – If you're going to implement changes – go ALL the way, EVERY day.  Make the change your top priority and make sure all employees understand the expectations and details concerning these changes.

A recent article in LaMarsh Global highlights common questions executives who are implementing changes may be asking themselves.  These points stand as excellent guidelines on how to achieve a smooth, successful change within your company.  

Want to make change happen?  Here's what you need to do…

•  Ensure everyone has the same understanding and interpretation of the company's future desired state
• Make certain the organization understands the priority of the change
• Convince the organization the change is necessary and important to the future
• Decide and communicate the positive and negative consequences of deciding to change or not to change
• Provide the resources and budget to make success possible
• Accept responsibility as the ultimate individual accountable for successful change or failure

Make it clear.  Make it consistent.  Make it happen. 

That's how to successfully make changes in 2014. 

Employee recognition makes the corporate world go round. 

Why?

Because next to an all-you-can-drink Keurig machine, being recognized and rewarded for your hard work is most likely #1 on your list at your workplace.

Employee recognition is valued on both ends of the power scale.  Managers recognize its importance because it is the key factor that drives loyalty, enthusiasm, and performance.  Employees value recognition because it generates a feeling of self-worth and importance – which leads to happiness in the workplace and the desire to do more. 

Sounds like a win-win situation.

What do today's outstanding employee recognition programs look like?  According to a survey and data collected by the Great Place To Work Institute, here are 5 great components to a successful employee recognition program:

•  Make it Personal:  Yes, it may be easy to give everyone the same box of chocolates or Amazon gift card – but making a reward more personal goes a long way.  Additionally, catering to the personality and needs of the recipient also goes even greater distance.  If a project lead is an introvert and not a sports fan, perhaps box seat tickets to the basketball game with 50 friends of his choice is not the appropriate prize.   Taking the time to understand what an employee would appreciate – and following through with an appropriate reward speaks volumes.
  
• Make it Specific:  Along with granting a personal reward – make sure you clearly state the behavior and actions for which the reward was granted.  Fellow employees should know exactly which behaviors are recognized and how they are in turn rewarded.
•  Don't be Exclusive - Consider the Bigger Picture:  Rewarding one individual when a team is worthy of praise is a sure way to receive negative feedback.  Superstars aren't the only ones deserving of praise.  Yes, if an accomplishment was achieved solely by one individual – all the praise should be hers.  But if there were others involved – be sure to recognize the group.
•  Consider Peer-to-Peer Recognition:  Having employees evaluate and praise eachother is rewarding on many levels.  It generates camaraderie and healthy competition. 
•  Ensure Recognition Reaches the Top:  Yes, it feels good to have a manager recognize your work.  But what about the branch manager?  Vice president?  CEO of the company?  When an employee goes above or beyond – make sure he knows his work was noticed and appreciated not just by his immediate hierarchy – but by top management as well.

When developing your own employee recognition program, keep these 5 important points in mind.   Remember, the surest way to generate productivity and enthusiasm is recognizing and rewarded hard work by those who get it done! 

No it's not just a category in Wheel of Fortune.  It's an important way of evaluating a strategy.  When it comes to corporate training, companies spend over $100 billion around the world to improve corporate performance.  Most companies spend their greatest efforts developing and improving training content – where according to Mckinsey & Company – the emphasis should lie in the mindsets of participants entering the training – and the actions of the participants leaving the training.  In other words, the “before” and “after”.

Before The Training

The three main factors to consider before training are:

• Encourage people to WANT to learn:  Companies assume employees understand why they need to learn or improve upon a subject area.  This assumption is wrong.  Trainers must convince employees that acquiring new knowledge and skills will indeed help their productivity, outlook, and performance.  An effective way of ensuring a willingness to learn is to involve the participants in the areas of training.  Ask them - which areas within the company need improvement?   What would you like to see changed?  Are there suggestions on how to make these changes occur?  By crediting employees' suggestions and validating their concerns for the company – trainers will see a greater receptiveness to learning.   
• Squander the negative outlooks:  No matter how good the training may be – a great performance will not be executed if employees are hanging onto harmful mindsets.  For example, customer service will not be improved if representatives hold onto racial, gender, or age-related stereotypes.    Instead of focusing on the training content – trainers should first focus on generating a positive attitude and outlook of those participating.
• Make believers out of the leaders:  Get the leaders on board!  This may seem obvious, but unfortunately, it is not.  Many managers are in agreeance with training programs – but they rarely show support either physically or mentally.  There is great value in leaders physically presenting and relating to the training participants.  They should at least be involved in the design and delivery of the content.  A clear demonstration of leadership support is crucial when it comes to employees' attitudes toward training.

After the Training

After the training is simple – reinforce the new skills in a tactful manner and measure the impact so you know whether or not you've succeeded. 

Where WE fit in

On-the-go training like the 3Leaf Group audiobook library, e-learning courseware, and downloadable training materials should also follow this “before” and “after” scrutiny – but it may act as a better system than traditional training.  People naturally want to learn in an environment that is convenient and enjoyable for them.  These positive feelings contribute to a positive outlook and greater receptiveness to learning.  That's a win right there. 

Whatever your training style may be – focus on employees' attitude and outlook – specifically, the “before” and “after” for each training session.   

Looking ahead to 2013?  I'm sure you are… we've only got a few days left until the New Year.

What's ahead in the training world?  Can we expect any big changes moving forward?  According to Sandi Edwards, senior vice president for AMA Enterprise, “Employees today know more about T&D's role in their careers and are savvier about tapping into opportunities from their companies and also external sources.”  An article in The Society for Human Resource Management discusses 5 primary trends we can expect to influence the training environment come 2013. 

Ready for change?  Here's what we may see:

• Training executives are becoming more transparent and open about training policies, practices, and expectations.  Training leaders are expected to clearly outline performance review criteria and be open to discussing changes in corporate strategies and management succession.  The name of the game is clear expectations.
• Coaching programs will be monitored and scrutinized.  This type of training method will continue in the workplace, but its level of scrutiny will increase while the funding will be monitored and tested for a sufficient return on investment.
• Basic-skill training is expected to reemerge.   In light of recent budget cuts, basic training programs took a back seat to highly specialized training programs which were deemed more valuable at the time.  Now that we're over the hump, expect to see basic training programs reappear focusing on creative thinking, communication skills, teamwork, and productivity.
• Companies will turn to training programs to ensure employee loyalty and retention.  Many companies are experiencing restless employees and unfortunate turnover.  Training programs will be the solution to strengthen internal relationships and employee productivity.
• Learning is still going mobile.  Training and development learning tools will remain highly flexible.  A conjunction of social media and Web 2.0 learning programs will continue to influence and shape mobile training tools.

Seems like the underlining theme of the 2013 training trends is that we're moving “back-to-the-basics” and looking to develop raw, honest training programs that outline clear expectations and emphasize employee fulfillment, productivity, and satisfaction.  That -- and that we're still moving toward mobile solutions. 

… and we're down with that. 

In parenting it goes something like this:

Don't just point out the negative behavior; praise the positive behavior as well.  Reward or recognize a child's good deed in hope they will continue in the same path.  If you're a parent, you know the drill:  sticker charts, a small treat, a trip to the toy store, etc.

In the workplace, it's called positive reinforcement -- recognizing and rewarding a desired behavior in an effort to encourage its continuance.  Offering incentives, rewards, or even encouraging words are all forms of positive reinforcement.  As an effective leader, it's crucial to recognize employees' good behavior – and not only communicate when a problem arises.

Why?  It's simple.  Positive reinforcement boosts employee morale, encourages the continuance of good behavior, and gives employees a feeling of self-worth and accomplishment.  After all, a company is only as strong as its employees, so it may be worthwhile to ensure your people are doing their best possible work.

Sorry, but the philosophy of being a hard-nosed boss that pushes its employees to the brink of a breakdown just doesn't work these days.  The workplace is too competitive and the economy too unreliable to scare employees away.  If you want to retain employees and productive employees – recognize their hard work – and make them feel good about it.

Looking for ideas on how to reward your employees?  Here are a few:

• Provide the option for flexible work schedules to those deserving
• Write thank-you notes to employees who exerted positive behavior or exemplified a specific company value
• Take your team out for lunch
• Provide a training opportunity for an elite group of employees who scored high on a performance evaluation

Or, you could simply pass out chocolate and candy… we have word that those methods work too.  

As always with today's economy, there's good news and bad news.  The good news is that according to the Bureau of Labor Statistics, job openings are up 45 percent since the official end of the recession in July 2009.  Although an increase in job opportunities is a positive stride for our recovering economy, it can pose great difficulty in the areas of retaining and maintaining talent.  Hiring managers are seeking well-qualified talented individuals to contribute to their companies – not bodies to fill desks and cubicles. 

How do we bridge the gap?  Do we want more jobs or more talent?

The answer:  We want both.  Jobs and talent do not have to be mutually exclusive when appropriate training is practiced. 

It is crucial to ensure that the appropriate skills and base knowledge are in place prior to hiring an individual, but training plays a large role in a new employee's performance.  Soft-skills training contributes largely to employees' engagement, productivity, and overall level of performance.  In other words, it's not an empty slot that creates the job – it's the talent coupled with appropriate guidance and training that creates the job.  

Even companies performing at full capacity with no open job opportunities are concerned about retaining talent – and jobs.  According to a global coaching and leadership development firm, a recent survey of 174 organizations found that 68 percent of organizations are worried about retention and are taking active strides in ensuring stability for their top executives and managers, pipeline prospects and front-line workers.  Here are their concerns:

• 90% are worried about losing high-potential talent
• 72% don't want to lose front-line workers
• 60% are concerned about middle managers leaving
• 45% are afraid about senior executives leaving 

How are these companies addressing their concerns?  Yes, they are offering enticing compensation and benefits packages along with flexible work schedules and tuition reimbursement, but they are also offering coaching, mentoring, cross-training, and professional development opportunities.  Clearly, convenient work schedules and increased paychecks create an incentive to stay with a company, but so do training, development, and professional growth opportunities.

In summary, training plays a monumental role for companies with or without open job opportunities.  Whether your company is looking to attract new talent, or retain its current talent, do not underestimate the power of training and professional development.  It can mold new employees into effective and happy performers and it can retain current employees by assisting in advancement and professional growth. 

Most importantly, when training is offered in an array of formats ranging from audiobooks, online training, and downloadable materials – employees are bound to stay happy, engaged, and well-rounded.    

I'm sure you've heard that one before.   

But is it really true? What if you really really can't stand someone? Like beyond “he used my 20^th Anniversary Simpsons coffee mug without my permission!!” or “I thought I was the only woman in the office with the navy blue Michal Kors purse… the nerve!!!”      

I'm talking true and utter discontent. 

0 likeability. 

Mean, hurtful, aggravating, annoying, bothersome.    

How can you successfully work with someone you can't stand in the workplace? Can there be peace and harmony among divided personalities and negative feelings toward two employees?   Here's a list provided by BCC Career Services of the various difficult personalities that may arise in the workplace – and some tips on how to overcome personality conflicts:

• The Bulldozer:  The Know it All, often uses threats, sarcasm, and intimidation
• The Bully:  Loud and hostile, abusive, overwhelming
• The Fire Hose:  Dampens enthusiasm, provides negative statements, constantly complaining
• The Waffler:  Reluctant to turn down any request, wants to be liked by everyone, paralyzed by tough decisions
• The Silent One:    Silent/unresponsive, answers with a grunt, avoids situations and conversations
• The Indecisive One:  Postpones decisions, afraid or unable to lead, beats around the bush
• The Sniper:  Excludes key people, withholds information, uses hidden attacks and non-playful teasing
• The Pitiful One:  Always thinks he's the victim, believes everyone is out to get him
• The Control Freak:  Undermines and insults others' abilities, lacks confidence and trust, insufferable – renders subordinates ineffective
• The Super Agreeable:  Overly supportive but doesn't deliver, doesn't follow throw with commitments
• The One That Shies Away:  Always points to higher authority, invokes other powers, never takes responsibility

Does any of this sound familiar? Worked with anyone who fits these descriptions?  (I hope you've worked with one or possibly a few – not all!)  These personalities can be draining, irritating – or even worse – hurtful and inappropriate.  Here are some tips to help address these difficult personalities – and not let individuals' behavior shape your overall work experience:

• Model behavior you'd like others to exude
• Don't escalate
• Avoid negative people
• Focus on the problem at hand – and focus on a solution
• Avoid being purposefully hurtful
• Be specific and be honest with others
• Encourage listening
• Confront in private – praise in public
• Use your commutation skills!

Remember, you can always defer a situation to a human resource manager – although you should address the issue yourself first. 

Am I forgetting anything?  Please share your thoughts!

P.S. Looking for more tips?  Check out Dealing With People You Can't Stand By:  Dr. Rick Brinkman & Dr. Rick Kirschner

When you hear talent, you probably associate the term with American Idol, the Olympics, or the Oscars.  Let's talk about talent in the workplace.  You know, the thing that initially got you hired.  

Talent is high in demand.  Manpower recently documented that 52% of American companies are struggling to fill open positions.  Why?  They're looking for individuals with specific credentials and proven performance.  Where do these credentials and performance come from?  You're probably thinking tuition dollars -- but more importantly, your credentials and performance come from…..your talent.  Talent is your natural, innate ability, your personal aptitude –something you just have.   

Ideally, individuals consider their natural ability and interest level when choosing an occupation.  For example, if you enjoy writing (which I obviously do) and believe you are decent at it, pursue a career in which you will maximize your writing abilities.    That's where talent in the workplace comes into play.  Recognize your natural abilities, sharpen your skills (through education and/or experience), and contribute to your organization with the proficiencies only you can provide.   

That's truly what you as managers look for -- natural talent.  However,   there is a perpetual battle in the workplace (primarily among trainers and managers) known as the TALENT VS. POTENTIAL battle.  While talent is the natural ability to do and perform, potential refers to the possibility of doing and performing an even greater job function – but the abilities are not quite there.    Potential requires training, coaching, and development.  Potential refers to the future.  Talent is in the present – it's what you already bring to the table.  Potential can be enticing in managers' eyes because they may want to mold the individual and his/her talent into a different, perhaps larger role.  Although potential is exciting and can generate positive performance in the future, a talented individual is one who demonstrates both high performance and high potential.  Bottom line, the talent has to be in place before the potential. 

So – what's your talent?  Why were you hired?  Did your hiring manager recognize a spark within you – a void that couldn't be filled by another? And do you look for that same spark in your subordinates? Whether you developed your abilities through your education or your previous experience, there's no doubt your abilities originated from a natural, innate place.  It's your responsibility to contribute to your company by utilizing your strengths and your talents and the same holds true for those beneath you.  If you do so – you may will be rewarded for your talents, or perhaps recognized for greater potential. 

Just remember, our workforce is seeking talented individuals – ones who come with those initial abilities to get the job done.  Your personal abilities contribute to your company in a way that no other can.  So bring forth your talent – Remember why you were hired in the first place – by demonstrating your value and your uniqueness, and ultimately, your continuous potential.