Workforce Strategies – The little goals are as important as the big ones.
CMI understands that breaking the mold and reevaluating current workforce strategies in preparation for change is a challenge that appears daunting, particularly to those in charge. Ironically, while reasoned, strategic change which moves the organization forward is feared most by individuals in organizations that are not performing as expected, it is precisely these organizations that must look at their current practices. The benefits of a new approach evolve at a steady pace until the organization reaches its full potential. However, the benefits of improving organization performance, increasing employee productivity, and providing the framework for consistent strategic success far outweigh the obstacles.
Understanding how best to hire, deploy and utilize employees as strategic assets is at the core of high performing companies. CMI consults with line and HR managers to improve the time allotment equation between employees who are good performers and those who are poor performers. Specifically, CMI’s goal to work with these managers to adjust their perception of positions within the organization and of the employees who fill these positions. When all jobs, and, therefore, all employees, are treated equally, the organization is under-investing in high return positions and the employees who hold these positions, and is over-investing in low return positions and the employees who hold these positions. This error is compounded when employees in low return positions are also poor performers.
Time spent counseling and “working around” poor performers needs to be rationed carefully. Individuals who should not have been hired in the first place, or who have ceased to be productive, should receive assistance based on clearly defined expectations and established timelines for improvement. Should expected goals not be reached within the established time frame, more time expended will be wasted time. CMI has years of experience assisting the low performing individual, the line manager, the HR people who are involved, leadership, and the organization as a whole to apply appropriate solutions which allow all parties to move forward positively and effectively.
Another costly error that is common is for HR to remove itself from strategic planning and place itself solely in the position of employee development by taking on a great deal of the responsibility for employee success. A cohesive workforce strategy which supplies resources and remedies that support HR allows individuals in this function to think “globally” and ensure that their daily tasks concentrate their energies on the big picture, rather than forcing them to work in the trenches, working on the same problems over and over.
Succession Planning – Tomorrow’s leaders can start today.
Successful organizations prepare for continued success by helping to ensure that employees are recruited and developed to fill specific leadership positions. Since the late 1970’s, CMI has provided assistance to a number of organizations in a variety of industries to determine needs and carry out consistent and workable succession planning programs.
CMI’s proprietary assessments, in conjunction with other validated special purpose assessments, form the basis that provides both the individual and the organization with an accurate and in-depth evaluation of the individual’s proficiency levels, areas of greatest strengths, and an analysis of any gaps in necessary skills. Specific training and additional education are suggested to assist individual’s to close these gaps.
We recognize that not all individual contributors will be moving forward in expanding leadership roles; CMI’s goal is to advise the organization so that it may provide appropriate support to those who will potentially become viable candidates for succession while continuing to support and properly acknowledge those who will remain in the role of individual contributor.
Well planned and consistent succession planning enhances company morale by preparing employees to move forward and fulfill roles that are appropriate for them. Taking the “long view”, based on realistic expectations provides employees with roadmaps for the future, leading to employee commitment and retention. CMI’s analysis and consulting model allow organizations to fully prepare employees for the future, whether they will eventually undertake key roles or remain as valued, consistently performing employees who support the organization. Properly carried out, succession planning enhances the recruitment of new employees and the retention of current employees.