Talent Development When Working Remotely

Thursday, December 10, 2020 By: PSP Metrics Posted In: Working Remotely

Famed blues guitarist, B.B. King, sang a song called “The Thrill is Gone.” That phrase captures the feeling many employees have these days about working remotely. It has been nine months of working from home and the initial novelty of working in sweatpants and avoiding commuter hassles has worn off. Many of us miss the office environment and the face-to-face contact with coworkers and customers. More importantly, we are missing some business-critical functions that remote work makes difficult. One of these is talent development.

Successful companies tend to grow and retain talent from within the ranks by mentoring, job rotation, and formalized training. Remote work makes each of these tasks challenging at best. The result is that many high potential people, your best people, can feel neglected and overlooked. These employees, looking for advancement, start looking elsewhere.

The good news is that talent development can be achieved in remote work with tools designed especially for non-traditional settings. Strengths and Development Needs of high potential employees can be measured with online tests and 360 Surveys. Individual Development Plans (IDPs) based on the assessment results can be emailed directly to participants. Progress on IDPs can be tracked and evaluated online with PSP’s Leadership Dashboard.

Most managers and executives already are familiar with online tests and IDPs. The Leadership Dashboard is something new. This online tool puts legs on an IDP by tracking action steps taken by a participant and by automatically monitoring the results of those action steps. Regular feedback on the impact of following the IDP’s recommendations motivates a participant to keep at it, to try harder, and to take the next step.

In this way, the Leadership Dashboard becomes an electronic coach for high potential employees when remote work makes face-to-face mentoring difficult. The Leadership Dashboard is not a substitute for the personal involvement of an in-house mentor, but it provides another point of contact that reminds key employees that they are valued and can be part of the company’s future.