When we mistake a high-performing employee for a high-potential one we are making a costly error in management and are risking the loss of real talent. Yet, we are all guilty at some point of doing this because it’s an easy mistake to make. We look out into our ocean of employees and can quickly spot those ‘high profile’ high-performers who stand out in the crowd. Then there are the high-potential employees who are often left on their own and forgotten. You know the type. They are hired, trained (maybe), and given attention when it is convenient, but they are often low maintenance so they fall under the radar. But don’t be mistaken – low maintenance does not equal low potential, as these professionals are often simply doing their jobs and going unnoticed. Read More
A friend of mine recently sent me a link to a Harvard Business Review (HBR) blog post, “Solving Gen Y’s Passion Problem“. I would encourage you to take the time to read the blog in its entirety. But in a nutshell, it maintains that Generation Y demand a lot from their work life right away and are frequently disappointed in the reality not matching their expectations, resulting in a “passion problem” in the workplace.
While many executives agree that keeping the customer happy is the key to increased profitability, few pinpoint their employees as their most important customer. The customer base most focused on is typically the revenue generating one. However, considering cause and effect, the internal customer (the employee) should be on at least equal footing with the external customer. While “traditional” customers write the checks, employees provide the horsepower that cause these checks to be written. They are closely linked.