Coaching your employees; Creating a best place to work

coaching employees, creating a great place to work

Are you investing in the development of your people? If not, you should. This week’s roundup reveals the correlation between coaching and developing your employees, and creating a best place to work.

  • 4 strategies of America’s best places to work FastCompany: “One of the cardinal rules of keeping staff satisfied is to provide opportunity for change. China Gorman, CEO of Great Place to Work says, ‘One of the most staggering statistics we found is that the 100 best companies offer nearly double the hours of on-the-job training to full-time, salaried employees as companies not on the list.’ Mentoring programs, job rotations, global assignments, and peer support groups are just some of the ways companies design ways to help employees advance their careers.”
  • How to coach your really good employees The Daily Muse: “Your best performing employees are likely putting forth such an effort because they’d eventually like to move into a higher role, new position, or maybe even a different department. And as a manager, you should be excited about helping them achieve those goals — so if you haven’t thought about your star workers’ futures, it’s time to dig in via a one-on-one conversation.”
  • The cynic’s guide to creating a great place to work in 5 easy steps Workforce: “Provide great health care benefits that require no employee contribution for employee or family coverage. Shock and awe time, people: You have medical, dental and vision coverage. Maybe you even have a disability and life insurance suite. You offer it all at no charge to your employees and their families. You are the benefactor, the sugar daddy. Write it off as an investment toward the Great Place to Work award. It has never been more impactful to do this with the ACA bearing down on us all.”
  • If you’re not helping people develop, you’re not management material Harvard Business Review: “No one wants to work for a boss who doesn’t take an interest in their development, doesn’t help them deepen their skills and learn new ones, and doesn’t validate their contributions. This isn’t what departing employees tell HR during their exit interviews, of course. After all, who wants to burn a bridge to a previous employer? Instead, they say they’re leaving because of a better opportunity elsewhere. And so what happens is that organizations remain in the dark regarding how much damage their inept managers are doing.”
  • Keys to employee enthusiasm: It’s all about principles and purpose TLNT: “Workers start their employment caring a lot about the company. When their caring diminishes, it is largely because of the characteristics of management and the company, not those of the individual. For example, people find it difficult to be loyal to, or feel pride in, organizations that treat employees as little more than costs to be tolerated or reduced, rather than as genuine assets to the business. It is also difficult to be loyal to an organization that stands for nothing but making money.”

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