Traditional career paths no longer exist in organizations today. Instead, offer your employees dynamic development and learning opportunities that provide them with the skills they need to move up and around your organization. Learn how to create development programs that utilize performance plans, stretch assignments, departmental rotations, and coaching and mentorship to prepare employees for new responsibilities.
It’s been a few months, so let’s recap what we’re looking at here. We want to know if females in leadership roles have an obligation to be role models and mentors for younger women looking to follow in their footsteps. I am certain, despite my best efforts in Part 1, some of you are still thinking:
Why do we care?
We all know, and have come to despise, the statistics that point out just how unequal women are in the workforce. Even those of us who are blessed enough not to feel that stigma, we know there are masses of other women out there who do, on a daily basis. So, put plainly, we care because it matters. We need a way to enlist the masses of young women entering the marketplace, especially those with degrees seeking leadership positions. Without their buy in, nothing changes. We continue to lose. I don’t know about you, but I’m a sore loser. Graceful, sure, but I don’t like it.
They’ve been called entitled, narcissistic, and attention-craving. Their work ethic and loyalty are questioned frequently. Their parents call in sick for them. They never turn on CNN and yet they get breaking news hours before you do. Their technological skills are legendary, but their critical thinking skills are lacking. They’ve never had a landline and see no need for owning a printer. They’re the first people you call when your technology stops working. They can Google faster than their bosses can pull a fact from memory. They get repetitive stress injuries called “Texting Thumb” and “Twitter Thumb.” They’re 70 million members strong, and they are your next generation leaders.Read more
Ask companies what their most valuable asset is and their response is often the same: employees. But appreciating team members and understanding how to harness their talents to drive business are two different stories. Many companies rely on assumptions rather than data-backed facts when it comes to decisions about their workforces. There’s reason to depend on more than gut instinct for hiring decisions, developing employees and keeping them engaged in the long run.Read more