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​Gone are the days when managers were just managers. More managers today are encouraged, even expected, to develop themselves as leaders and acquire coaching skills to more effectively manage their teams. Not only does coaching allow you to grow as a leader, it also makes you more attractive when interviewing for a new position. Add the skill of coach to your professional portfolio and you rise to the top of the list of candidates.

Everyone seems to agree that performance management is a good thing, but few companies are effectively implementing performance management programs. So where’s the disconnect? What’s keeping so many companies from reaping the benefits of something as simple as a performance management program? In short, the answer is leadership.

​Most successful organizations have transitioned from the traditional employee appraisal process to the more enterprising performance management process that ties employee performance to organizational performance through its mission, vision and values. Management teams have discovered that when they do not deploy cascading goals from the executive suite to divisions, departments and individual employees, the organization experiences a misalignment with their overall goals. This misalignment results in unclear goals at the department and employee level. 

On-boarding, beyond being helpful for the new hire, is essential for talent retention and employee engagement, which translate directly into efficient productivity. Talent retention has become a hot topic in the human resource (HR) community because of the looming talent shortage as baby boomers leave the workforce. The research is showing that employees more often quit working for their managers, not for their organization, so first impressions for the managers are important.

Today we hear a great deal about including job competencies in our job descriptions. One question I hear often from students and practitioners in my SHRM certification course is: “exactly what are job competencies and how do they differ from job skills?” This is a great question and the confusion lies in the fact that competencies are, in fact, skills.