Editorial
Organizations are constantly fighting to keep their most capable workers and find skilled professionals who can drive future success. There isn’t much hope on the horizon, either. Some estimates forecast a global talent shortfall of more than 85 million people by 2030. In addition, today’s job seekers expect more from employers, from empathetic leadership and flexible schedules to alignment on values and a commitment to diversity, equity and inclusion.
These demographic changes and new culture-based expectations means companies can’t rely on old paradigms when it comes to finding top-tier talent. Instead of looking outside the organization for someone with the right skills, consider examining your existing workforce to build a robust internal talent pipeline.
Elevating individuals who already know the company can shorten onboarding times, save recruiting costs and boost employee engagement. Organizations can also nurture young professionals from diverse backgrounds when they develop internal talent. However, to build a robust and diverse leadership pipeline, senior leaders must recognize talented team members and cultivate a workplace where everyone can grow and learn.
Focus on Results, Not on Leadership Style
A strategy to grow internal talent can’t succeed without examining preconceived notions of how a leader should look or behave. Historically, top performers were promoted into management based on “culture fit” or “management potential.” However, these traditional hierarchical power structures failed to identify unconventional leaders. In today’s collaborative workplace, individuals don’t need a title with the word “manager” to build relationships with colleagues, lift up the accomplishments of team members, influence others in positive ways or have the courage to suggest great ideas.
For example, Erin Stone, Vice President of Samuel Lawrence Hospitality, a division of Hooker Furnishings, recently led her team through a year-long restructuring. During that process, several high-performing individuals came to her attention. They weren’t asking for promotions, but their peers singled them out as unofficial leaders.
“I was able to promote three women to leadership positions — two of whom were people of color.” Stone said. “It’s not enough to ask about experience and willingness to lead when you’re looking for leaders. Get curious and find out who is a nascent leader and deserves an opportunity to grow that skill set.”
Hiring managers might also discount alternative leadership styles. An extrovert might make a charismatic leader, speaking to prospective clients or presenting on the latest product or service. However, introverted individuals may be just as effective by quietly analyzing the strengths and weaknesses of their direct reports and optimizing the performance of the entire team. It’s important to focus on performance and results, not just the methods a person uses.
Related Article: Here’s What Inclusive Leaders Do to Build More Confident Individuals and Teams
Prioritize Mentoring and Career Mapping
Young professionals and recent college graduates can also become high-quality leaders, but are often overlooked for professional development. That is one reason up to 70% of recent college graduates leave their first job within the first two years. Rather than accept this turnover as fact, companies can create early-career mentoring programs as a way to boost retention rates.
The need to retain talented employees extends to others as well. Managers should have career mapping conversations with all employees, no matter their age or experience. This effort signals that their contributions are valued and the company is invested in their long-term success. Any feedback or guidance should align with the individual’s professional goals, identifying key weaknesses to work on and strengths to amplify.
Each leader also has the opportunity to act as a sponsor, advocating for emerging leaders and taking their ambitions seriously. Emerging professionals can be given stretch assignments to grow their skills. If a capable individual seems hesitant to step out of their comfort zone, give them low-risk projects that allow them to stretch their leadership muscles. Check in often to show that you are supporting them, but give them the autonomy to make decisions as they see fit.
Then, as the emerging leader transitions from individual contributor to managing other people, offer to coach them through scenarios they might find challenging. An opportunity to workshop difficult conversations can help ensure the new manager’s success and boost their confidence.
Create Generational Inclusion
Younger workers expect a dynamic, diverse and inclusive workplace culture. Instead of judging the attitudes, expectations and work habits of younger generations, remember that millennials and Gen Z learned differently in the classroom than older generations. Young professionals were often allowed more autonomy, given assignments that aligned to their learning styles and taught to work together on teams. Now they are looking for those same situations in the workplace.
While free-flowing collaboration and open brainstorming can initially be unfamiliar, remember that these techniques will lead to more innovation, faster problem-solving and greater efficiency. Ensure that everyone has an opportunity to contribute in discussions and offer their diverse perspectives.
While ageism is generally associated with older people, younger workers can also feel the sting of microaggressions. Sweeping generalizations about “this generation” or “young people today” should not be tolerated. No one wants to be stereotyped for their identity, and it’s wrong to marginalize newer colleagues by making stereotypical statements. To cultivate an inclusive environment for all emerging professionals, call out comments like this when you hear them.
Related Article: Why It’s Time to Retire ‘Guys’ as a Group Address
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Build Trust and Psychological Safety
Perhaps the most important tactic for nurturing emerging talent is to cultivate a culture of psychological safety. Managers and mentors can’t coach someone who doesn’t trust them or their intentions. If your employee doesn’t think you have their best interests in mind, your critical feedback will only damage your relationship.
To create trust with your team, it’s critical that you are a reliable and consistent leader. Let your colleagues know they can rely on you by keeping your promises, fulfilling your commitments, aligning your priorities to organizational goals and delivering high quality results. Leaders who openly share insights, challenges and successes foster an environment where team members feel secure and connected.
By providing tailored support to each individual, you can give them what they need to excel in the workplace and become more effective – whether as an emerging leader or skilled professional. By taking a human-centered approach, your organization will be able to nurture and retain the most talented workers and be better equipped to achieve sustained success.
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