Nurses, and especially talented nurses, are the heart and soul of the health care system as we know it. Their immense job responsibilities extend beyond the clinical knowledge to care for individuals at every level of trauma. They are expected to manage the emotional health and well-being of families, multitask cases beyond the hours in a day, work on their feet with little rest and be on call 24/7.
Many companies understand the benefits of development programs, such as executive coaching, leadership training and strength-management training. However, although organizations understand the benefits, they often fail to understand how to quantify the benefits of such programs. They are unable to get the proof in numbers that development programs are worth the time and the money invested.
Succession planning is at the top of the priority list as organizations contemplate the sheer numbers of employees who will be heading for retirement in upcoming years. The importance cannot be understated. Yet, we have probably all heard that we are bad at succession planning, and that most of our attempts to do it fall short of expectations and/or fail to meet the needs of the organization. But just how bad is it and what impact does this have on our organization’s ability to serve our customers, guests or patients?
Onboarding has traditionally been nothing more than a corporate overview for new employees (and if they’re lucky, it’s in the form of a game) followed by a few hours spent filling out benefits paperwork, signing corporate policy statements and then maybe ending with the new employee meeting their leader for lunch. While these things certainly need to be done, it may be worth considering that an employee’s first day should be focused on what is most important and beneficial for their career, not for Human Resources processes.
Studies show that more than half of workers would choose a great manager over a 10% pay increase. Studies also show that as many as 50% of managers and leaders are ineffective at their jobs. Maybe that’s why so many people would literally leave money on the table to get a better boss.
When companies settle for ineffective managers, they’re leaving money on the table too. Disengagement and turnover are expensive. Actively disengaged employees cost organizations $3,400 for every $10,000 in salary. What’s the leading source of disengagement and turnover? Poor management. If half the managers in an organization are ineffective, that money thrown away on disengagement adds up fast!