As the COVID aftermath continues to upend businesses around the world, managers are being asked to do more with less. In addition to responding to pandemic-prompted resignations, they're also being asked to close the skills gap without increasing access to resources and increased funding to support training.
Managers know they need to take inventory of the skills that are most in demand within their organization, however the traditional method of training doesn’t capture the attention of the learner.
Implementing training and development programs that will help employees close the skills gap, managers are unable to drive performance and affect change with fewer resources.
The pressure is on for managers when it comes to filling roles. It now takes 18% longer to fill roles than it did before the pandemic, according to a new study. This increase in time is due to a number of factors, including an increase in the number of applicants and a decrease in the number of qualified candidates. The current environment has also made it more difficult to conduct background checks and reference checks. As a result, managers are struggling to fill roles quickly and efficiently while meeting their own operational responsibilities.
Even the most supportive managers face a tough choice in response to this challenge. Investing time and effort in their employees’ career development is often at odds with the metrics they’re measured against. Most managers are evaluated on short-term results, such as hitting quarterly targets. But supporting employees’ long-term career growth requires a different kind of investment. It takes time to mentor employees, teach them new skills, and help them find opportunities for advancement. As a result, many managers find themselves pulled in two different directions. On the one hand, they want to help their employees succeed; on the other hand, they’re under pressure to meet short-term goals.
Why you should Attend:
Even the most supportive managers face a tough choice in response to this challenge. Investing time and effort in their employees’ career development is often at odds with the metrics they’re measured against. As a result, many managers are forced to choose between developing their employees and meeting their own performance goals. This dilemma can lead to tension and conflict between managers and employees, as well as decreased productivity and engagement. Ultimately, it’s up to each manager to decide how to best balance the competing demands of employee development and performance. However, it’s important to remember that investing in employee development can pay off in the long run by increasing retention and engagement.
The quickest & easiest way to increase employee retention in our current environment involves two steps; expanding career progression and training them to succeed beyond today. Unfortunately, many leaders don’t know how to accomplish this and they are quick to promote individuals who have the potential to leave for another company, but not the potential for long term loyalty.
Areas Covered in the Session:
- How to keep your best employees
- Develop your team in minutes, not hours
- Give the training they need, when they need it
- Train your team on the go using the technology you have accessible to you
- Learn why this new approach will garner greater results faster
- Reman your internal hiring process
plus more action steps and tips
Who Will Benefit:
- Business owners
- Operation Managers
- Companies with 500 Employees or Less
- Novice and Experienced HR Generalists
- Rising managers
Brenda Neckvatal is an international award-winning HR professional and two time Best Selling Author. Not only does she help business leaders get the people side of their business right, she is a specialist in crisis management, government contracting HR compliance, and mentor to rising entrepreneurs, business leaders, HR champions and professionals.
Brenda has been featured in Forbes, Fast Company, Inc, as well as US News and World Reports. She started as an HR sprout after a solid fourteen-year career in retail management. She really enjoys helping people solve their unique problems, and human resources offered her the ability to support her co-workers more. Having the benefit of working for six Fortune 500 companies, she converted her experience into advising her audience to use tried and trusted best practices that help small businesses achieve their workforce goals.
In her combined 30-year career in human resources and business, she has consulted with over 500 small businesses and C-suite leaders. She has optimized employee effectiveness and helped mitigate the high costs associated with making hasty employment-related decisions.
She has been involved with employee situations where they have engaged in workplace violence, a near stabbing, deliberately inciting fear in other coworkers, stalking women, breaches of protocol around national security, assault, suicide, death, homicide, and a potential active shooter.
Brenda is a devoted volunteer in the Navy SEAL Community and is constantly finding new ways of supporting veterans of Naval Special Warfare. She dedicates 32 weeks a year to working with The Honor Foundation to support the career transition of Special Forces personnel by providing them with her knowledge, insight, and creativity.
Perseverance, integrity, and relentless optimism are just a few of the ingredients that make up what you experience when meeting and working with Brenda.