Your people are your organization's most valuable asset; training and developing people for new positions and challenges is not only more cost effective than hiring new talent, but it also helps them stay engaged. The problem is that many organizations struggle to identify the best development strategies and career paths for their employees. And when employees — particularly high-potential employees — feel as if they don’t have the right growth opportunities in your organization, they’ll go looking elsewhere. How to identify employees’ strengths, including those that are less visible Strategies for developing high-potential employees How to motivate and retain your people

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Cassie Whitlock
Director of Human Resources
BambooHR
Libby Mullen
Learning & Development Manager
BizLibrary

3. It’s not a nicety; it’s
almost a business
imperative.
– Bill Pelster, Deloitte Consulting LLP
“
”

4. “Employee turnover costs US companies about $160 billion a year.”
Source: Gary Curneen, Professional Coach
and Blogger
1 in 5 high-performing employees say they're
likely to leave in the next six months.
1 in 4 of all employees say they're likely to
leave in the next six months.

5. How do you identify and provide
the right opportunities to help
employees reach their potential?

6. How to Identify Employee Potential

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People who use their strengths every day
are six times more likely to be engaged.
Focus on EmployeeStrengths

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Tap into
Performance Management

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Managers’ Observations
● Current work
● Leadership competencies
● Job performance over time

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Aself-assessment should include:
● Consistency, 1-5 or 1-10 scale
● Open-ended questions
● Adaptability and future -thinking
Self-Assessments & Feedback

11. “50% of high performing employees expect at least a
monthly sit -down with managers, but only 53% say they
are getting the feedback they want from their superiors.”
– Wrike.com

12. How to Develop Employees

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Not always your top performers
● Autonomous
● Emotionally Intelligent
● Driven Internally and Externally
● Lives out the company’s culture
Who are HIPOs?

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More Than Climbing the Ladder
Broad Shoulders Deep Expertise

15. “The art of matching people to jobs that allow their deeply
embedded life interests to be expressed.”
– Harvard Business Review

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● Observe
● Listen
● Ask
● Challenge
Customize with Job Sculpting

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Establish
Leadership Training
from the Beginning

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Coaching
● Communication
● Performance Management
● Business Acumen
● Emotional Intelligence

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Mentoring
● Formal (the individual’s manager is not the mentor)
● Takes place outside the line manager relationship.
● Is focused on professional development that may be outside of the mentee’s area of work
● Interest of the mentor is personal in that the focus is on the mentee to provide support both
professionally and personally
● Relationship may be initiated by mentor and/or matched by organization.
● Relationship crosses job boundaries

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Mentoring:
● Mainly volunteer, and can provide help in developing
outside the confines of the mentee’s work.
Coaching:
● The responsibility of direct managers. Feedback and
performance management are ways coaches can help
employees grow.
Mentoring vs. Coaching

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● Current leaders at organization
● Coworkers in same department
● Coworkers in in different departments
Networking Opportunities

22. “Nearly 95% of HR leaders consider employee burnout to be
the biggest threat to an engaged and productive workforce.”
– Kronos Incorporated and Future Workplace
Avoid Burnout

23. “Deeply embedded life interests do not determine what people
are good at—they drive what kinds of activities make them
happy. At work, that happiness often translates into
commitment. It keeps people engaged, and it keeps them from
quitting.”
– Harvard Business Review
Align with Life Interests

24. What strategies are you currently doing to
motivate and retain employees?
(Type in the chat)

25. How to Motivate and Retain Employees

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Seek Employee Feedback

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Challenge Employees
● Goal setting
● Provide resources for constant learning and development
○ “Learning cannot just be an afterthought—it must be a core focus
of any strong organization,” says Kevin Griffin, an IT advisor at
Falco Enterprises and former CIO of GE Capital.
● Increase responsibilities

28. BizLibrary’s values boards
Motivate & Reward

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Autonomy
1. Create boundaries
2. Give your employees “freedom to fail”
3. Provide the right tools to reach their goals

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Manager One-on-Ones
● Create psychological safety
● Offer personal observations—not conclusions
● Ask open-ended questions
● Leave time for personal connection

31. ● Identify employees’ strengths, including those that
are less visible
● Leadership training, coaching, mentoring, and
networking opportunities for developing high-
potential employees and avoiding burnout
● How to use feedback, recognition, rewards, and
autonomy to motivate and retain your people
Key Takeaways

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