When it comes to hybrid work environments, I’ve seen (and worked in) most all variations. When I first started at Omnia as an analyst, our team was able to earn telecommuting privileges, working from home for up to three days a week. Years later, I became a fully remote employee, working totally from home, while most of my colleagues worked in the office. After the impact of Covid, Omnia decided to adopt a fully remote business model, so now everyone at the company works from home.
The hybrid work experience that has been the “old normal” to me for years has become new terrain that many businesses are learning to traverse. The option to work remotely presents many benefits, including less time spent commuting and greater work-life balance for employees as well as decreased overhead costs and improved retention rates for employers. However, when coworkers aren’t in the same proximity consistently, it can present some challenges in cultivating feelings of connectedness to the organization and to each other. But it is those very challenges that make it even more important to prioritize building a unified, thriving culture.
Hybrid workplaces may present some unique challenges to building a company culture, but they are not insurmountable. Alexia Cambon, a research director at Gartner says, “Instead of viewing hybrid work as a disruption to the cultural experience, leaders should see it as an opportunity to build culture differently.” With that in mind, here are 5 ideas for growing your company culture in a hybrid environment.
Communication is a critical component for building any business culture. When all employees are made aware of the direction and values of the organization and kept updated on its happenings, their buy-in and commitment increases. Conversely, when people hear about important company information secondhand or long after the fact, it makes them feel left out and disengaged.
Regular, transparent communication becomes even more crucial within a hybrid workplace. You may not be able to get all employees together in a physical conference room to discuss the latest KPIs, but you can schedule monthly or quarterly virtual meetings to give everyone updates about the organization.
Employees may work not only in different locations but also in different time zones or have different work schedules, so asynchronous methods of communication like email and messaging apps can also help ensure that everyone stays current on the latest plans and initiatives.
One of the drawbacks of employees not working in the same office is the lack of unplanned meetings in the hallway and impromptu conversations around the coffee maker that often spark great ideas. While working in different places may not be as conducive to spontaneity, collaboration is still possible — and necessary — for colleagues who aren’t always in the office together.
The variety of tools and apps available to help people collaborate is abundant, so put technology to work for your employees and your business! Video meetings, even with the camera off, can be a helpful tool to brainstorm ideas and plan projects. Task/project-management tools, document sharing platforms, discussion boards, and other apps make it easier for colleagues to work together, even if they are physically apart.
And don’t forget the power of a good, old-fashioned phone call!
The above-mentioned hallway and watercooler conversations help grow camaraderie among colleagues, but that does not have to stop in a hybrid workplace. Set weekly or monthly virtual meetings where employees can voluntarily get together and catch up with each other — no discussions about work allowed! A small investment of company time can reap big dividends by making employees feel more connected to each other and, therefore, the organization at large.
Offer employees a few chances throughout the year to get together and see each other face to face. Consider designating a charity or community initiative to support, and set aside a day when employees can volunteer alongside one another. Or have everyone meet at a zipline course for a day of teambuilding. Whether through in-person all-company meetings or a communal day of recreation, providing opportunities for everyone to be together can facilitate bonding and rejuvenate feelings of togetherness.
There is no shortage of headlines about business leaders who are skeptical about how remote work impacts their companies, but adjusting to a hybrid work model can be a challenge for some employees too. While most people who are offered flexible work arrangements will take them, they may benefit from guidance on effective methods for working productively and staying engaged in a hybrid environment.
Not merely signing paperwork and setting up equipment, effective onboarding offers companies the chance to review their work processes, values, and mission while also providing the training that establishes the foundation for new hire success. And yes, it can be done successfully even remotely!
Remote mentoring can be a valuable way to give new and tenured employees both a connection to a fellow colleague and guidance for staying engaged and productive while working in a fully or partially remote job. Incorporating virtual coworking sessions can also provide opportunities for the mentee to ask questions as they come up and mimic the feel of working together in person.
Behavioral assessments offer another avenue for supporting your employees in a hybrid workplace. Understanding a person’s natural traits and characteristics gives leadership insights on how that individual may excel working in a hybrid role as well as where they might have difficulties. Omnia’s Professional Development assessment gives our clients the option of selecting a remote work environment, and the report discusses the employee’s strengths and challenges in navigating a remote position while also offering management and motivational strategies.
Our Professional Development report is just one of the ways Omnia helps our clients hire right the first time and retain productive, motivated employees. Whatever your business environment, Omnia wants to be your trusted partner to help your business and employees thrive!
If you surveyed all business leaders, I believe most of them would say they want their employees to thrive and succeed. Aside from my optimistic view that most leaders want the best for their employees, there is also a practical side to employee achievement — successful employees equal successful businesses. Additionally, successful businesses create jobs, which means hiring more employees. It’s the occupational circle of life!
However, employee success doesn’t happen by accident. And not knowing how to help employees grow and develop — or not making it a priority — is where some companies stumble. Just like you have to plant flowers in good soil, ensure they get enough sun, and water them regularly, your employees need the right elements to help them grow, flourish, and reach their potential. If the thought of cultivating talent in your company feels daunting, here are 5 steps to help you get started.
Understanding your organization’s needs can help target your efforts in developing your personnel. What are your strategic goals and priorities, both for the short term and the long term, and what is your game plan for achieving those goals? What kinds of employee talent are required to accomplish these business plans? Once you have this mapped out, you can determine the resources you currently have and the gaps that need to be filled.
Now that you know where you’re going, you must figure out who is going to get you there. Some people will immediately spring to mind in terms of their skills, knowledge, and experience, but don’t overlook the employees with great potential.
To uncover those hidden gems in your organization, consider conducting performance evaluations more frequently than once a year. According to Demetria Miles-McDonald, founder and CEO of Decide Diversity, “[Annual performance reviews are] very misleading as to who's going above and beyond…If you're doing performance reviews on a more regular basis, like quarterly or even monthly, and it doesn't even have to be something that's super formal, then the chances of you identifying someone who is a high potential employee definitely increases.”
These performance evaluations can also illuminate the career paths your employees might be well suited for as well as the opportunities for upskilling that will enable them to progress. Additionally, professional development assessments can help steer your performance conversations to make them more productive. Understanding an employee’s intrinsic behavioral traits and motivators can add depth to your discussions and specificity to the employee’s development trajectory.
Sporadic or one-off training sessions aren’t usually effective at facilitating ongoing talent growth within your organization. Employees often forget what they’ve been taught soon after the session, especially if they don’t have ways of practicing and honing what they’ve learned. And sending personnel to an occasional webinar or class does not send the message to them that your business is truly committed to their growth. To achieve effective and sustained employee development, you must weave continuous learning and development into the fabric of your company culture.
LinkedIn’s CEO Ryan Roslansky says, “I truly believe that your next top employee is most likely your current employee. And if you focus on skills and understand the skills of your existing workforce, and where you need to go as a company, there’s a huge opportunity to help your top talent find different roles inside of your company instead of learning and leaving.”
A great way to show leadership’s commitment to cultivating talent is through experiential learning — learning by doing. An example of this is delegating responsibilities and projects to personnel to give them opportunities to handle tasks that are new and different from their daily work. Rather than viewing it as simply getting work off a manager’s desk, delegation should involve discussing assignment parameters, clarifying expectations, being available for guidance, and providing feedback. While the tasks should not feel overwhelming, they should stretch employees and help personnel enhance their knowledge and capabilities.
Another example of experiential learning is what LinkedIn calls “tours of duty.” These are rotational assignments given to employees, which in turn, fosters the growth of new skills, experiences, and the chance to explore different career paths.
As employees become more comfortable and confident taking on new assignments and responsibilities, it’s valuable to give them the chance to take calculated risks, try new methodologies, and even make some mistakes without feeling they will be penalized. While it’s important to establish the boundaries employees should work within from the start, offering reasonable autonomy can further develop their independent decision-making skills.
Coaching and mentoring employees is an essential component to cultivating your workforce’s talent. Providing personnel with opportunities to take on new responsibilities or assignments won’t get your staff (or your business) far if there is no one to offer meaningful feedback, provide necessary guidance, and give encouragement. An effective coaching and mentoring relationship is a partnership in which the coach or mentor is invested in the employee’s growth and success and the employee benefits from the coach/mentor’s experience and insight. It facilitates two-way communication: the employee freely discusses their aspirations and the setbacks they’ve encountered, and the coach or mentor guides the employee in working through challenges and celebrates their successes with them.
If you want to cultivate talent in your business, Omnia is here to help! Our independently validated behavioral assessment can give your business data-based insights on what drives, motivates, and challenges your staff. And understanding your employees is the key to unlocking their potential. Contact us to get started!
Have you ever thought to yourself, “I don’t think I can do (insert task here). I just don’t have the natural abilities for that”? I know I have. In fact, just recently I was lamenting to some colleagues about a challenging assignment I worked on and how I struggled because I just wasn’t “wired” to do it.
My fixed mindset added to the difficulty of the situation, and it made me feel defeated before I even started. Similarly, when leadership operates with a fixed mindset for their organization — working under the assumption that people’s intelligence and abilities are static and unlikely to change — it can cause management to overlook some job applicants for hiring or certain employees for projects simply because they do not already possess the hard skills or experience. This can cause a company to miss out on potentially stellar performance and outstanding contributors who just need the opportunity to shine.
Growth mindset, a term coined by psychologist Carol Dweck, refers to believing that one is not constricted or limited by innate characteristics but that they can learn, improve, and (like the name says) grow. Leaders who foster a growth mindset within their company are apt to focus on people’s potential to grow rather than confining them to certain tasks or positions based on their current abilities.
Additionally, a growth mindset encourages managers to assess employee performance based on effort and creativity, not solely output. They allow individuals to come up with new ideas, give them the freedom to try them out, and don’t penalize them if the ideas do not work out.
When companies put a growth mindset into practice, they can see benefits like:
Transitioning from a fixed mindset to a growth mindset takes intentionality and commitment from top leadership. And you cannot force every employee to adopt a growth mindset about themselves, especially if they’ve been viewing their abilities with a fixed mindset for a long time. Because of the many benefits a business and its employees can experience, though, here are some tangible ways to start fostering a growth mindset within your organization and among your staff:
No, I’m not talking about quiet hiring but rather proactively looking for opportunities to coach and develop employees to move into new positions — either those roles that need to be filled immediately or looking ahead at career succession planning. Take notice of people who demonstrate a desire to learn or to take on new challenges and give them the chance to broaden their knowledge and skills. This brings us to…
With the lack of professional development being a major reason why employees leave their jobs, it’s vital for businesses to prioritize the development and advancement of their employees. People want to stay with companies who believe in their ability to take on new responsibilities or move up within the business and who offer the training necessary to do so. Recognizing the potential in your employees and offering them opportunities to live up to that potential increases employee engagement and retention.
It’s a great thing to show that you believe in your people by offering coaching, mentoring, and training. But giving opportunities that align with your employees’ natural behaviors is the icing on the cake. Sending a very low-key, conflict-avoidant person (tall column 2 on the Omnia Assessment) to sales training is not likely to result in that person becoming an aggressive, competitive, tall column 1 sales machine — no matter how much encouragement you give them. And in reality, it might backfire in a big way. (Speaking as a highly cautious, risk-adverse person myself, that scenario reads like the stuff of nightmares.)
Knowing how to target each employee’s growth is vital, and using employee development assessments, like Omnia’s Professional Development Report, can help you uncover the individual behaviors and motivators that drive each person on your staff. Coaching a cautious team player toward sales or other risky roles might not work but knowing that this person thrives when helping others can point you in the direction of growing their service skills, promoting them into a senior customer account manager position, and eventually advancing them into a team lead who mentors colleagues and helps them to grow their own skills.
Omnia is in the business of not just helping businesses hire right the first time but also helping them ensure their employees are engaged, productive, and continually developing (just look at our tagline!) Contact us today to find out all the ways we can help you grow your mindset — and your team.
Workplace trends and buzzwords may have you thinking that 2023 will be all about the word quiet. I mean really – how much more can we take? Everywhere we look there are LinkedIn posts, Tik Tok videos and articles about quiet quitting, quiet firing and quiet hiring.
In a world where employee engagement is at an all-time low, this is no time to be quiet. The need for open, transparent communication has never been greater. Let’s dig into what employee engagement and motivations trends we should pay attention to in 2023 to make an impact.
First, a little bit of bad news. According to the most recent Gallup surveys, U.S. employee engagement continues to trend downward. After trending up for several years, this was the first annual decline in a decade. According to the most recent data:
Every time I look at this data the group that concerns me the most is the large number in the middle who are neither. They can be swayed either way. In other words, they are coming to work each day, doing the basics of the job, not actively trying to make the company better, but not actively trying to sabotage it either. These are your potential quiet quitters.
Anyone actively disengaged isn’t doing it quietly. Our job as leaders is to make sure we retain, reward and grow the actively engaged, while focusing on what we can do about that group in the middle to keep them positive and productive. Unfortunately, the actively disengaged can take up most of our emotional energy and time on any given day. So ask yourself, where is your time and focus best spent.
Here are 5 things to pay attention to this year to help drive engagement and productivity in your workplace.
There was a lot of talk in 2022 about companies requiring employees to return to the office. Employees went looking for other jobs and shared open willingness to take pay cuts to keep their flexibility with working remotely. I recently heard a job seeker say that the first question they ask of the recruiter is if the job is remote and that they won’t consider anything else.
Gallup’s recent data shows that remote and hybrid workers are more engaged than on-site workers. Employees who work exclusively remote or hybrid tend to have higher levels of engagement (37% engaged in both groups) than those who work exclusively on-site (29% engaged).
Even if your business model doesn’t support a fully remote scenario, companies that take a remote first approach make employees more motivated by seeing their leaders show flexibility. The key to this is also shifting focus from efficiency to effectiveness. It’s no longer about how many hours an employee works, but more about how much value and impact they create.
Organizations are looking at new ways to track and evaluate employee performance. They are shifting from quantity to quality which leads to a win-win scenario where employees feel more valued and trusted, and leaders feel more confident that their employees are doing great work. Which leads us to the next trend of improving people analytics.
Google knows that I’m more interested in Jeeps than Volvos and that I’m more likely to click on a picture of a monkey than a cat. Email marketers know that I’m looking at stand up desks and fill my social feeds with suggestions. This same kind of data can be used to help understand when people are most likely to call in sick or what functions have employees feeling most disengaged.
The next generation of technology tools use data to shine light on employee productivity, well-being, and satisfaction using A.I. and an innovative combination of collaboration analytics and peer polling for a rich understanding of employees, teams, and their work environments. Visier’s Workplace Trends 2023 report outlines several approaches HR teams and executives can take to let people analytics to do the heavy lifting and leave the guesswork behind.
At the individual level, using behavioral science is critical to understanding what motivates and demotivates your staff. Employee behavioral assessments, such as the Omnia Development Report, provide tremendous insight into how a person prefers to communicate as well as what motivates and demotivates them.
Experts predict that wage and salary transparency will play a leading role in 2023 workplace dynamics. We continue to see a surge of TikTok salary transparency videos emerging with every kind of professional imaginable sharing what they make for a living. Seventeen states have implemented laws around payroll transparency with more to come. If you haven’t already, your business should be to address this trend. You can get in front of it by posting open positions that include salary ranges.
Another people-first trend emerging is unlimited PTO and the rise of the four-day work week. These practices may not work for your small or mid-sized business but consider other flexible work arrangements for your staff and get creative by focusing on the quality of work output instead of time.
According to a recent study by SHRM, managers were 2x more likely than individual contributors to be looking for a new job. Corporate managers are burning out rapidly finding their jobs 10 times harder than before the pandemic. They’re struggling across the board with staff retention, hiring and team performance. And with the growing focus on the employee, managers are sandwiched between the employee's and the organization's needs.
Front line managers are the key to driving performance, team dynamics, culture, and engagement. In small and medium-sized businesses managers wear multiple hats and are typically asked to not just manage all aspects of their team’s work but perform many of the same functions themselves. When is the last time you brought your front-line leaders into a forum and asked them how they’re doing? Listen to their stories and emphasize helping them first.
Another finding from the Gallup survey shows that engagement is higher for organizations that focus on culture and well-being. Work and life are becoming more blended for your employees and just like the managers, employee burnout continues to rise. Workers who are healthy in body and mind are likely to stay motivated and perform better. They may also be less likely to take sick days.
There are many creative and relatively inexpensive ways to demonstrate your commitment to employee wellness in the workplace. Consider offering gym membership reimbursement or access to meditation apps. Encouraging frequent breaks during the workday. Track time off to be sure people are adequately using their PTO. Offer lunch-and-learn sessions that provide education on well-being, nutrition, and mental health.
And remember, like they say before takeoff, put your oxygen mask on first. Be sure that as you launch into 2023, you are ready mentally and physically for the road ahead.
Omnia is here for you. Whatever your hiring and onboarding challenges, Omnia can help! Our skilled Customer Success team is available to provide guidance throughout the employee lifecycle. Our behavioral assessments are quick, powerful, and now mobile friendly. Let us know how we can help you navigate this evolving world of work and drive success in 2023.
Motivation is defined as the general desire or willingness of someone to do something. That begs the question then, can you really motivate someone else to do something?
When it comes right down to it, motivation is a driving factor in personal achievement. Motivation is what gets you out of bed to go to the gym and lose those extra pounds or pushes you to achieve a sales quota or to get that promotion at work. In short, motivation causes you to act in a way that gets you closer to your goals. It’s a combination of emotional, social, and cognitive forces that activate human behavior.
No doubt, an individual can be self-motivated to change their behavior and accomplish a goal. Yet there are also external factors that can also help support and boost that motivation. For me personally, I’m more inclined to skip the snooze bar and go to the morning workout if I’m meeting a friend. I’m more apt to complete an unwelcome task when I know others are depending on me for a deliverable. A salesperson may be more motivated to make those dreaded cold calls if they know their activity results are going to be posted on every Monday morning Sales Huddle.
It’s likely that all of us have had leaders try to motivate us with positive motivation and negative reinforcement. It can clearly work both ways. It can be used for good to drive productive behavior, and it can be used for bad to drive fear and resentment. Let’s focus on how to use it for good.
As a leader, you are constantly working on inspiring your workforce. That happens at the team or company level with mass communications and long-term planning with visionary roadmaps. When it comes to motivation, that’s done at the individual level. Here are 5 questions to ask yourself when you’re thinking about motivating individuals to perform at their very best.
People are most likely to be successful when their skill set, experience, and personality traits align with the requirements of the position. When you’re thinking about individuals on your team and how you can motivate them to accomplish specific results, begin with taking a step back to be sure each individual is in the right role.
Start with reviewing the job description and performance measures. Then take a good look at the individual and assess if they are cut out and wired for the job. This is where a behavioral assessment can be helpful. Understanding the individual’s natural traits and tendencies will provide you with powerful insights to tell you how well the person is aligned with the position’s expectations and if they are naturally equipped to achieve them. Omnia professional development reports provide deep insights into an individual’s strengths and traits and how closely they align with expectations of roles including sales and service positions.
There’s nothing worse or more demotivating than feeling like you can’t achieve success in your job. It’s great to set stretch goals for your teams and companies, but if a bar is set too high, it’s unlikely your employees are going to believe their efforts will even pay off, and it can make it hard for them to envision success. It’s also important to make sure the goals are clear and that there’s a mutual understanding of what success looks like. When you’re working with an individual to establish goals, make sure you follow the SMART approach. Create goals that are Specific, Measurable, Attainable, Relevant, and Timely.
Research indicates that goals that give an individual the most sustained energy have personal meaning and connect to a larger purpose. If there’s a monetary reward for their goal achievement, take time to find out how that windfall will be used. Is your employee trying to buy a new home or dreaming of a luxury vacation with their loved ones? Continue reminding them of the personal benefits they will get from their success and celebrating that success when achieved. It may sound hokey but sending them pictures of the beaches in Hawaii or getting them a subscription to a home design magazine demonstrates you care about them personally and how their achievement matters as much outside of work as it does to your bottom line.
Another key to individual success is being sure the person has all the resources they need to perform the role. It’s critical to make sure you’ve provided the proper training and development needed for the role. If they’re running into new and difficult situations that are hard to overcome, such as pricing negotiations or competitive threats, are you offering them new skill development and professional courses to help develop their abilities to overcome these obstacles?
To succeed, an individual also needs to have systems that support them and don’t get in the way of getting the job done. It sounds basic, but is their computer reliable? Does their technology support their daily productivity? Are systems and processes set up to assist them vs. providing daily interruptions with unnecessary procedures that get in the way of doing the job? Before you establish that new requirement or process for your CRM, ask yourself if it’s truly going to support the success of your employee and be clear how it will be used.
It's also important that you are available (or make others available) to model, support, coach and develop individual success. Consider how often you need to observe the person performing their job tasks, and consistently offer 1x1 coaching that’s focused on positive reinforcement and developmental support. Leaders can be stretched pretty thin these days, so you can also consider teaming up senior people with newer people, and providing playbooks, videos and templates that visually show successful methods for performing the various aspects of the job.
Every individual is unique when it comes to what motivates and inspires them. If you have a clear picture of their personality traits and preferences, you can tap into the heart of their personal motivation. This is where a behavioral assessment can also be helpful. All Omnia reports include a section that outlines motivational strategies to use and demotivators to avoid for each personality style. For example, if you have an individual who is highly assertive (a tall column 1 on the Omnia Behavioral Assessment), they are going to be motivated by performance-based incentives like commission, bonuses, and sales contests. If the individual has a tall column 7, they are going to want the freedom to define their goals and achieve them in their own way. The individual with a tall column 8 will thrive with structured guidelines for work output, clear directions from management, and frequent reassurance from management when expectations are being met.
No two individuals are alike, and each of us are motivated by different things that matter individually to us. Taking the time to consider these key factors for every individual on your team and putting these practices into everyday actions will make all the difference in your business success.
Omnia is here to help. Contact our team to find out how you can use our professional development reports to discover the key traits of your employees and how best to motivate them.
Many businesses operate under the assumption that the only way for an employee to advance is through a promotion to a management position. After all, the top tiers of most org charts show leadership roles. It is a laudable goal to move toward management if the employee has a genuine interest in, and the natural abilities for, leadership.
But what about the individuals who want to grow in their careers but have no desire to be in management? Many people prefer acting as individual contributors or collaborating within a team rather than taking on the responsibilities of overseeing personnel. Also, what about the employees who just aren’t cut out to be managers? Must they be relegated to the jobs they are currently in for the rest of their careers? That would be a sure-fire way to deplete the morale of many top-performing employees. Thankfully the answer is No.
Many people who excel in their roles are automatically moved into a supervisory job as a natural progression based on their hard work and excellent results. Yet sometimes the behavioral traits that foster success in a particular role are the same traits that can become challenge areas in a management position. For example, high-performing CSRs often have tall columns 2 and 8 on their Omnia assessment; these columns indicate a desire to support others and the preference for working according to well-defined procedures respectively. However, strong managers often have tall columns 1 and 7 - the drive to take charge and a comfort with forging ahead in ambiguous areas, even when there are no established protocols to follow. Placing a stellar support personality in a leadership role simply because “that’s the only way to advance” could result in frustration and poor performance – the exact opposite of what a promotion is supposed to do.
So how do you develop your employees and keep them engaged without taking the traditional route to management? Two approaches to consider are lateral moves and developing employees into subject matter experts.
While they may not come with the perceived prestige of a promotion, lateral moves can be very beneficial to an employee and to the organization. Placing an individual in a different position that is similar in title, level, or compensation as their previous role can enable them to learn new skills, acquire additional knowledge, and gain experience that helps to round out their abilities and further increase their value to the company.
A lateral move can keep an employee engaged by giving them new responsibilities, allowing them to work with different colleagues or under a different manager, and showing them new perspectives on how the business functions. The employee’s experience in their prior role can also give them unique insights into how to improve processes within a new position. A lateral move can also strengthen an employee’s learning agility, helping them to handle a variety of situations because they are able to quickly learn new concepts and apply them.
A lateral move can provide the chance for an employee to enhance their career path options, and this opportunity can be viewed as an example of the company’s commitment to continued professional development for their personnel.
Another path to grow your employees is helping them become subject matter experts. SMEs have a wealth of specialized knowledge in a particular area, and they are often instrumental in helping develop and improve business processes and solving specific problems. You can help employees become SMEs by providing opportunities to learn new concepts and skills, such as through classes, seminars, or online learning. You can also offer hands-on experience through assigning projects or new responsibilities.
SMEs may also become known for their expertise outside of your organization, which can help solidify your business’s reputation as a leader in the field. A socially outgoing SME (tall column 3 on the Omnia assessment) might enjoy participating in speaking engagements, conducting classes, or posting videos on social media to discuss relevant topics and give their expert insights. A reserved, analytical SME (tall column 4) may prefer conveying their ideas and solutions in writing and having their papers published.
Indeed lists 16 reasons why employees leave their jobs, and among them are needing more challenge, feeling uninspired, and searching for career growth. Many of these pain points may be eased with advancement in non-linear ways like lateral moves and cultivating subject matter experts. Some important questions to ask when helping your personnel grow are:
• What kind of career growth and advancement does your organization support and recognize?
• Do you put as much emphasis on lateral and subject matter paths as you do on leadership promotions?
• Do you celebrate and recognize lateral moves as much as you do promotions?
• Do you celebrate and recognize the impact your subject matter experts have on your clients and industry?
Every employee is different, so having just one road leading to career advancement means that some valued contributors might get off on the next exit. To retain top-performing personnel, you need to understand them. Omnia is here to help you develop your workforce by uncovering their behavior traits and natural motivators. Armed with these insights, you can pave just the right path for each employee that aligns with their distinctive attributes, strengths, and goals. Growing employees equals a growing business!
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