Employee Recognition Through Coaching — Recognition Series | Part 1

Employee Recognition Through Coaching — Recognition Series | Part 1

Series Part: 1 | 2 | 3 | 4

With many employees working remotely during this challenging time, what motivates them to get up each morning and achieve something of significance? Surprisingly, money is not at the top of the list. Instead, according to multiple surveys, including Pay & Job Satisfaction by John T. Brinkman, 2017, “pay level is only marginally related to satisfaction.” If the association between salary and job satisfaction is very weak, how can leaders recognize employees in a meaningful way? While simply saying “thank you” is a great place to start, the real rewards come when you coach, build strong relationships and engage in meaningful dialogue. In this article, we will emphasize the importance of coaching, specifically matching employees’ talent, interests and needs with company objectives.  

You may have a highly creative and innovative employee, but they are only mediocre in their ability to prioritize their work. One solution is to use a strength-development approach by allowing them to concentrate on innovation. You can then set them up for success by rank ordering the priorities and clearly and consistently communicating the expectations.  

Here is a real-life example: A banking client asked us to conduct an interview for an annuity salesperson who was currently employed at their bank. She had been at this job only a short time and was doing exceptionally well at selling annuities, but she was often late getting her paperwork completed. After interviewing her with Talent Plus’ Sales Interview, she scientifically showed very strong results and we confirmed she had exceptional talent as a salesperson. However, her softer Focus theme indicated that she would struggle with timeliness, so we suggested the bank get an administrative assistant to help her. They were reluctant but went along with our suggestion. Without the added pressure of doing administrative work, she concentrated on sales. Below is her record during the first ten years of her work with the bank compared to the average sales of other employees in the same role: 

Average Jane* Company 
Year 1 $7.2 million $1.2 million 
Year 2 $15 million $1.3 million 
Year 3 $30 million $1.35 million 
Year 4 $40 million $1.4 million 
Year 11 $60 million Unknown 

*name changed 

Jane’s talent was in selling. She wanted and needed the flexibility to close deals and build her business. The company’s objective was to sell annuities, and they found a practical workaround to ensure she could add tremendous value!  

To learn more about our solutions, contact Talent Plus today at 1.800.VARSITY or visit www.talentplus.com. Scientifically validated, structured interviews and online assessments tell us not only if an individual has the potential to be successful in a specific role, but how the employee can create the most value. 

Series Part: 1 | 2 | 3 | 4

Mark Epp is a Certified Professional Coach (CPC) focusing on Executive and Management development, supporting his clients to advance from where they are now to where they want to go. He joined Talent Plus ® as a Senior Management Consultant, a role in which he works predominantly with The Estée Lauder Companies, Salvatore Ferragamo, the Dorchester Collection of hotels and resorts, and many other luxury brands. Considered an expert on The Science of Talent ®, Epp teaches clients the use of Talent Plus’ scientifically validated, structured interviews and writes curriculum utilized for succession planning and leadership development. As an innovator, Epp has focused his attention on conceptualizing online solutions that help clients apply The Science of Talent through simple, practical, scalable systems that contribute to increased engagement of both employees and managers.