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The Five Mistakes You're Making With Top Talent

13.04.10

1. Ignoring the cityscape from the pipeline. This is the first big mistake – and it fuels the others. Talent managers and executives have to discuss the leadership pipeline as if it is theirs to define and manage. But talented people inside the leadership pipeline oust their perspectives and experiences to the process. Do you know what they think? Have you asked what they pauperism? Are expectations on both sides understood? Is your relationship with your talent transactional or a reciprocated and reciprocal relationship?

High-potential talent can always go somewhere else. Center for Originative Leadership research shows that even though 95 percent of considerable potentials say they are committed to their organizations, 21 percent are still actively looking for another job. In a down thriftiness, they are weighing trade-offs. On the plus side: staying in their known role means greater responsibility, highly observable assignments, good money in a recession. On the negative side: barbaric hours, no support from senior team, uncertainty as to what's next. If you could move "elder team support" to the pro column, for example, you've boosted your chances of retaining a valued worker.

2. Treating all high potentials the same. If you aren't considering the take in from the pipeline, chances are you have a one-size-fits-all approach to dealing with top facility. High potentials expect (and usually get) greater visibility and access to postpositive major managers, special assignments and training, and greater responsibility. But they also want some say in how these perks and assignments trade on out. If relocating every few years is the primary way for high potentials to growth their value, you automatically lose when a manager needs to delay put for a spouse's career or family commitments. Don't wait to find this out during an take interview. Have "stay conversations" with your top talent before it's too late.

3. Leaving drugged-potentials on their own. It's a mistake to give high potentials free limit to direct their careers. While they want to influence their direction, they are also more committed and promised when they have a clear career path. High potentials lust after to know what the next steps are in terms of development, experience and decline. Plus, companies need to be sure the talent they have is the proclivity they need and that it's deployed well. You need to intervene, redirect or school if a high potential is staying in a position too long, not structure needed skills, or is in danger of derailing (and yes, high potentials can derail).

4. Not using strident-potentials to develop others. While high potentials receive increased opportunities and investment, they are also influential talent developers in the organization. They have insight and experience needed for developing the next layer of considerable potentials as well as the larger talent pool. To multiply the striking of your top talent, train them to coach others and have effective developmental conversations. You should not only influence them accountable for doing it, you should reward them as well.

5. Being unclear about high-capacity status. Using your high potentials well means meaningful who they are – and ensuring they know it, too. Organizations that do not formally pinpoint their top talent (or keep it under wraps) are undermining their performance – and run the risk of losing valuable people. CCL experiment with found that formal identification as a high potential is important to 77 percent of managers. Not being formally identified as a principal potential keeps the door open for doubt, lessens appointment and weakens commitment. Only 14 percent of formally identified sharp potentials are seeking other employment. That figure jumps to 33 percent for employees who are informally identified as high-priced potentials.

Source: Wall Street Journal

Debbie's Deals: Get BOGO Deals Without Buying 2

04.05.10

I called Safeway and Sovereign Soopers to ask what their policy on BOGO offers is.

King Soopers said if you buy a buy-one-get-one untied item and you only want one, advise the clerk that you are purchasing objective one. Trail Daugherty, spokesman for King Soopers, said the clerk will manually be placed the adjustment and charge you just 50 percent for that ingredient. Daugherty said the system won't do it automatically, but customers can always let the clerk separate.

On the other hand, Safeway does not offer a BOGO detract from if you only buy one product. Kris Staaf, spokeswoman for Safeway, said their customers take dominance of the BOGO deals by buying two and they haven't had a lot of complaints.

You can ask for discounts at other stores.

I recently got a coupon in the post for Kohl's. It was $10 off any purchase. The brochure also said that new acknowledgement card customers get 20 percent off. When I went shopping, I told the clerk I already had a solvency card, but could I have the 20 percent discount? She offered me a 15 percent discount and I took it.

Kindly Morning America has done several stories on asking for a discount. Their essential advice is to ask the clerk if there are any coupons or discounts available. If they say no, you can ask for a foreman, and ask the same question.

And don't forget to use this tactic when booking hotel rooms. Once you see a payment on the Internet, call the hotel directly. After they give you a quote, ask if they have a Manager's Special or any other arrangement. One small hotel in Estes Park gave us a discount for booking promptly because they saved the fee they would've had to pay the Internet site.

If you see a deal, let me know! E-post me Debbie (Debbie@thedenverchannel.com).

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Source: KMGH Denver