Make The Interview Last by Beverly Kaye and Julie Winkle Giulioni, Talent Management Magazine, August 2016
Talent managers should continue to question employees long after the initial interview to help ensure they’re happy and productive.
How to Become a Talent Magnet by Beverly Kaye and Sharon Jordan-Evans, Talent Management, May 2016
Wise leaders build engagement by becoming magnets for high-performing talent.
It’s Time to Prioritize Career Development
by Julie Winkle Giulioni and Beverly Kaye, Talent Management, April 2016
Given the nature of today’s workplace, there are a number of things pulling at business leaders’ attention on any given day. But there’s one priority that might serve leaders better than any other and drive sustainable business results: career development.
Career Paths to Patterns
by Beverly Kaye and Lindy Williams, Talent Management Magazine, December 2015
Planning a career in today’s business environment requires a different way of thinking.
Earning Acclaim for Stealth Development
by Beverly Kaye and Julie Winkle Giulioni, Talent Management, August 2015
Weaving career development into workflow makes for an organic and powerful tool for talent managers. But becoming too stealthy risks the effort going unnoticed.
Redeveloping the Individual Development Plan
by Beverly Kaye & Julie Winkle Giulioni, Talent Management, October 2014
Individual development plans, or IDPs, have become a staple for managers and human resources professionals alike. But the development activity is often steeped in a systematic approach — forms, deadlines, sign-offs and processes — that ultimately dilutes the value it brings to the individual employee. In a similar vein, the stress of following the IDP process and hitting the associated deadlines often leaves managers overstressed.
PEP Buoys by Beverly Crowell and Beverly Kaye, Workforce, June 2014
Successful and satisfied people have one thing in common: PEP, as in personal, energy and professional vision — a clear sense of what one wants to accomplish in life and work.
How to Make Time for Career Conversations by Julie Winkle Giulioni and Beverly Kaye, Talent Management, May 2014
Having talent development conversations cannot be considered an activity. It’s a mindset that permeates a manager’s approach to work.
Talk is Not Cheap by Julie Winkle Giulioni and Beverly Kaye, Talent Management, May 8, 2014
When it comes to the manager’s role in development, talk is the most precious and results-driving commodity you have to share.
Development Plans: Take the Groan Out of IDPs by Beverly Kaye & Beverly Crowell, Leadership Excellence, Feb. 2014
The idea of holding IDP discussions between managers and direct reports isn’t new. These discussions were once held as part of the performance management process, or separated out. Often these conversations weren’t taken seriously unless they were used to surface high-potential talent or weed out unsatisfactory workers.
Let’s Talk Talent HR.com, December 19, 2013
Today, more than ever, people are asking their companies, “Can I see my future in your future?” See it, they stay. Don’t? They’re gone. Whether they quit and leave or quit and stay, growth and development is the single, biggest driver of employee engagement.
A Leader’s ‘Crashless’ Course: Helping Employees Drive Career Development – Training Industry Quarterly, June 2013
We need to reframe the roles that managers and employees must play to make career development fit within today’s workplace.
Curiosity: The Gateway Competency by Julie Winkle Giulioni and Beverly Kaye, CLO Magazine, January 2013
Curiosity can be cultivated and developed like any other competency. There are six key practices that promote curious behaviors.
Manager Involvement in Career Development Focus, Professional Journal of SPBT, Winter 2013
Now, more than ever, employees want opportunities to learn, grow and develop. Get stingy with those opportunities and you may see employees leave – physically or psychologically.
IDP: Individual Development Plan or Impediment to Dialogue and Progress? – People & Strategy, the Professional Journal of HRPS
Business is about getting results, closing sales, bringing in new clients and balancing books.
Career Conversations: It’s Today’s Common Sense Competency Leadership Excellence, November 2012
Leaders read the headlines. They know about the survey data. The linkages between career development and productivity gains, expense reduction, quality improvements, innovation, and bottom-line results are obvious.
Cultivating Careers through Curiosity Talent Management, November 2012
There’s a lot of talk about conversation in business today, and everyone has a favorite type. Some like it fierce; others prefer crucial.
Brand Your Organization as a Development Culture Chief Learning Officer, October 2012
An established brand built around continuous learning can be a marketplace differentiator for potential recruits.
How to Achieve the Required Personal, Energy and Professional Vision (PEP) in Life and Work – by Beverly Crowell and Beverly Kaye, Hotel Executive, April 2016 (link)
Just how energetic are you today? Enthusiastic about life and work? Feeling happy, satisfied and full of promise? Or, is the opposite true? A little lethargic, sluggish or lifeless? Careers and life are never static. They languish when we lose focus, lack plans, become bored and forget to live in the present. It happens when we lose Personal, Energy and Professional vision (PEP)- not just the feeling. And, when we lose PEP, our guests lose too. Guest satisfaction is directly tied to just how engaged we are in the hospitality industry. If we want to engage our guests, we have to engage the “hearts and minds” of everyone they encounter during a stay.
Retention & Recruitment: Lessons from Your Guests – by Eileen McDargh and Beverly Kaye, Hotel Executive, March 2016 (link)
The hospitality field for HR professionals is being slammed with the need to replace an aging workforce, find and develop talent among significantly different generations of workers, create career paths to grow the next generation of leaders, plus measure and manage budgets that must be justified for recruitment and retention. Getting these tasks done-tasks that will result in a vibrant, resilient organization–seems overwhelming. Yet, it is often the elegant, simple approach to keeping and attracting talent that wins the day.
The Employee’s Guide to ‘Stay’ Interviews – US News and World Report writer Laura McMullen interviews Beverly Kaye, Money online, May 5, 2015 (link)
What if you could hit the rewind button during your exit interview? What if, mid-question – Why is it you’re leaving – you step into your time-traveling cubicle and venture to six months earlier. You knock on your manager’s door and say: “Instead of telling human resources what would have made this job better while I’m on the way out the door, I’m going to tell that to you while I’m still here.”
Love or Lose Your Senior Talent – by Sharon Jordan-Evans and Beverly Kaye, Talent Management Magazine, September 2015 (PDF)
When managers look at their older workers, do they see gray or gold? Do they view them as over the hill, burned out, obsolete or change-resistant? Or do they see them as committed, wise and mature sources of leadership, intellectual capital and organizational history?
The Stay Interview – with Beverly Kaye, Human Resource Executive online, May 5, 2015 (link)
HRE talks with Beverly Kaye about her upcoming book, Hello Stay Interviews, Goodbye Talent Loss. Stay interviews with current employees yield more helpful retention insight for organizations than exit interviews currently do.
What’s Your Engagement Strategy? – by Beverly Kaye, HRO Today, March 2015 (PDF)
Beverly Kaye shares three key strategies that build loyal, productive employees.
Fitting Square Pegs in Round Holes – Beverly Kaye and Beverly Crowell, Talent Management online, March 2015 (link)
Employee fit is arguably the essence of employee engagement. But what happens when fit isn’t immediately clear?
More Stay Interviews, Fewer Exit Interviews – by Beverly Kaye and Sharon Jordan-Evans, Talent Management, September 2014 (link)
By the time exit interviews take place, employees have made up their minds, and seldom do they reverse their decisions. It’s simply too late. Luckily, the alternative doesn’t require a major shift in thinking. Instead, it takes a switch in when during the employee life cycle a similar, but arguably more effective, conversation takes place.
Low-Cost (And No Cost) Strategies for Retaining Agents – Beverly Kaye and Sharon Jordan-Evans (PDF)
Strategies for keeping talented agents that won’t strain the call center budget.
Strategies for Engaging and Retaining Call Center Professionals – Beverly Kaye and Sharon Jordan-Evans (PDF)
Call Center leaders want their talent to stay. And not just stay, but be satisfied, engaged, and highly productive. Call Center professionals, at all levels (agents as well as team leaders), want just a little more – of something. Team leaders and employees alike can get more of what they want by remembering to Ask.
The Inclusion-Curiosity Connection – by Julie Winkle Giulioni and Beverly Kaye, Diversity Executive, March/April 2014 (link)
Curiosity may be a natural friend to diversity. It opens the door to different points of view, facilitates insights and understanding, invites involvement and inspires greater engagement.
Build your DREAM Team: Develop, Retain, Engage and Mentor – by Beverly Crowell and Beverly Kaye. Leadership Excellence Essentials. April 2014 (PDF)
Webster’s Dictionary describes a game plan as a “plan for achieving something.” Inside organizations, achievement is measured by business results. These results are delivered by people – people who are either engaged and motivated or disengaged and unproductive. To harness and optimize the talents of every player on their team, leaders at all levels need a game plan.
Let Star Employees Know You Care – by Beverly Kaye and Sharon Jordan-Evans (PDF)
26 ways to show your employees you care. Excerpted from best selling book, Love ‘Em or Lose ‘Em: Getting Good People to Stay
Preventing Quick Exits – by Beverly Kaye and Sharon Jordan-Evans, Focus, March 2014 (link)
Your risk of losing talent is highest in their first three to six months on the job. Why might that be? Too often we choose the right people but fail to support them as they assume their new roles. It is crucial that you extend the handshake in ways that matter to each new hire.