The Manager's Guide to Maximizing Employee Potential: Quick and Easy Strategies to Develop Talent Every Day

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As a manager, your constant priority is delivering superior results, fast. You probably think you don’t have a minute to spare for tasks like employee development. The welcome news is you don’t have to sacrifice meeting today’s demands to focus on preparing promising individuals for tomorrow’s challenges. Making recruiting, training, cultivating, and retaining talented people an integral part of what you do, every day, will make you a better manager.

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Overview

As a manager, your constant priority is delivering superior results, fast. You probably think you don’t have a minute to spare for tasks like employee development. The welcome news is you don’t have to sacrifice meeting today’s demands to focus on preparing promising individuals for tomorrow’s challenges. Making recruiting, training, cultivating, and retaining talented people an integral part of what you do, every day, will make you a better manager.

With The Manager’s Guide to Maximizing Employee Potential, you’ll learn how to master and continually practice tactical, day-to-day talent management. You’ll begin by exploring how your beliefs about work and human nature, along with your routine workplace behavior, affect your workers’ ability and motivation to perform. With a commitment to improving what you expect from and how you treat your people, you’ll gain the skills to:

• Assess individual potential through a variety of approaches, from assigning “stretch” projects to delegating a chunk of your responsibilities.

• Attract and select the right person for each position, evaluating candidates on criteria that really matters.

• Conduct ongoing task-focused training on the job.

• Appraise how employees are working and provide constructive feedback on a daily basis.

• Excel at everyday performance coaching and seize opportunities for development coaching.

• Actively encourage career planning and advancement.

• Identify and groom a replacement, whether for a short-term leave or your eventual departure, without alienating contenders.

• Transfer informal knowledge through job shadowing, mentoring, and storytelling.

• Serve as a model of continuous self-development…and much more.

Packed with proven tactics, real-world examples, and expert tips, The Manager’s Guide to Maximizing Employee Potential will give you an edge on winning, cultivating, and keeping a highly motivated, high-achieving workforce. Day after day, you’ll become not only a better manager, but also a true leader and inspiration to your people.

William J. Rothwell is President of Rothwell and Associates, a full-service consulting firm specializing in talent management and succession planning. He is also Professor of Workforce Education and Development at Pennsylvania State University. His previous books include Effective Succession Planning, What CEOs Expect from Corporate Training, and Working Longer. He lives in State College, Pennsylvania.

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Product Details

  • ISBN-13: 9780814414309
  • Publisher: AMACOM
  • Publication date: 9/23/2009
  • Pages: 272
  • Product dimensions: 5.90 (w) x 8.90 (h) x 0.80 (d)

Meet the Author

WILLIAM J. ROTHWELL (State College, PA) is President of Rothwell and Associates, a full-service consulting firm focusing on talent management, and a Professor of Workforce Education and Development at Pennsylvania State University. His previous books include Effective Succession Planning, What CEOs Expect from Corporate Training, and Working Longer.

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Read an Excerpt

Preface

What do you, as a manager, have to do with recruiting, developing, and retaining talent? The short answer is simple: you have everything to do with those activities. It is not the human resource (HR) department’s job to manage talent. Although HR professionals do have parts to play in talent management—and so do CEOs, top managers, and even individuals—it is not the HR department’s job to build talent on a daily basis. One reason is simply that managers see workers all the time, while HR professionals interact with them on fewer occasions. Because most talent development occurs on the job and not in training classrooms off the job, it just makes sense to conclude that each worker’s supervisor bears a major responsibility for talent management. Therefore, this book focuses on the tactical, rather than the strategic, issues involved in how talent is managed and developed.

Of course, many managers claim they are simply too busy getting the work out to recruit, develop, and retain talent. But managing talent is what they should be doing routinely; it should not be considered an additional or onerous task. It is the essence of what management is all about. To do this properly, managers must simultaneously complete the day’s work while still preparing employees for the future. Doing that requires skillful juggling.

This book consists of 14 chapters about the manager’s role in developing talent. Chapter 1 is entitled “The Importance of Talent Management.” It defines talent management and related terms, explains why managers should focus attention on the subject, how they should accomplish their goals in this area, why talent management deserves attention, and how to manage worker expectations. Chapter 2 focuses on grooming a replacement, while Chapter 3 goes right to the heart of talent management by describing how managers can recognize the potential for greatness in people who have not yet shown it. Chapter 4 continues the discussion by describing practical recruiting and selection techniques that can support talent management for your department and the organization of which you are part. Then, Chapter 5 challenges the sometimes prevailing notion that “sending people out” is the best way to develop them. It describes how managers can plan workers’ job assignments so as to build their competencies while also getting work out of them.

Chapter 6 focuses on career planning and career counseling; Chapter 7 on performance and development coaching; and Chapter 8 on the manager’s role in appraising workers and providing real-time feedback.

The next group of chapters—Chapters 9, 10, and 11—deal with managing high potential and high professional workers, transferring knowledge and professional contacts, and working with diverse people. The final three chapters—Chapters 12, 13, and 14—describe how managers should work with diverse people, manage problem performers and decruitment, and set an example for workers through self-development. The two appendixes answer some frequently-asked questions about talent management and offer the start of a daily calendar for planning your efforts to manage and develop talent.

Throughout this book, you will find practical tips. Each is presented as a sidebar and deserves special attention.

Excerpted from The Manager’s Guide to Maximizing Employee Potential by William J. Rothwell. Copyright © 2010 by William J. Rothwell. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission. All rights reserved. http://www.amacombooks.org.

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Table of Contents

CONTENTS

Preface

Acknowledgments   

Advance Organizer: what do you as a manager do on a daily basis to support talent management?

 

1 The Importance of Talent Management

2 Identifying and Grooming a Replacement

3 Assessing Individual Potential

4 Recruiting and Selecting Talented People

5 Training and Developing Talented People

6 Encouraging Career Planning and Offering Career Counseling

7 Performance and Development Coaching

8 Appraising Workers and Providing Daily Feedback

9 Managing High Potentials, High Performers, and High Professionals

10 Transferring Knowledge and Professional Contacts

11 Retaining Talent

12 Working with Diverse People

13 Corrective Action and Decruiting

14 Self-Development 

 

Appendix I: Frequently asked questions about talent management

Appendix II: A daily calendar for the manager in talent management

Index

About the author

 

 

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