by Janine Nicole Dennis | Nov 12, 2014 | Business, Career, Featured, Life, Talent Management
When I graduated from college, I had a fire in my belly that you could see from miles away- I was hungry for opportunity. I purposely went into to HR having done my research on it as a profession. Additionally, I was told that there was an ongoing need for someone with this expertise in the future. My plan at that time was to become the CHRO at some big corporation- preferably a company in pharmaceuticals, healthcare or science.
From the day I graduated and landed my first career job, my focus was on driving results, being a game changer and going above and beyond. In my head, these were the things that were going to get me to the promise land of CHRO’s. As you have read in some of my previous posts, my career travels in HR have not been without challenges. However, through perseverance and that fire in my belly I kept pressing on- trying to find something different, challenging and unique in each progressive position.
Well…the buck has stopped.
You see something interesting happened in 2013. The first thing was my long-term plan of starting my own business became a short-term plan when one of my mentors/friends ran an assessment on me that reported me as being 100% entrepreneur. With several phone calls taking place between she and I plus others in my circle of trust saying “why start your business in 10 years, Janine?”- I took the leap of fate and started my talent management firm, Talent Think Innovations, LLC. Even with starting it, I made a plan to be working full-time in it within five years. Again, a colleague of mine told me at a conference- “it won’t take you that long- you will be blown away by how soon you get up and running.” I appreciated her sentiment, but I had a plan. Then came, performance evaluation time last year where I figured I’d give one more shot to my company to promote me or at the very least have a short-term plan for my career. I wrote up a four-page summary of my accomplishments and achieved business outcomes tying them back to the overall strategic business plan of the organization. Excited for the very first time in my career to have a performance conversation, I went in with my head high and hopes to hear that they liked my summary.
Instead, I was given a paper for my increase for the year (internal equity was the culprit- see my thoughts on that here). I was then told that all things are superb with my performance. Still things are good. Here’s the zinger and pay attention to this: “Janine, you are talented but I don’t know how to get you where you want to go.”
I could go on for days explaining to you, my beloved readers how damaging this approach is for your attraction and retention strategy, but this is not my purpose today. That one statement -along with the rest of the conversation that resulted in me having to justify my telework days for the thousandth time (again another post, different day) both angered and moved me . It moved me to rethink what that 22 year old so earnestly wanted early in her career and what this 31 year old woman needs and deserves today. What I decided was to take one year to rediscover what moves me. In under one year, I have realized that the 22 year old me was not well-informed about the business-side of things and the assessment was onto something important. Which is why, I happily put in my resignation over eight weeks ago and am sailing into my business full-time effective this Friday.
In hindsight, I was never prepared for the barrage of corporate politics, greed, the lack of ethics, the red tape, and the hierarchical crap that is so prevalent in today’s business environment. I handled and I survived it, but paddling in these murky corporate waters trying to anticipate fires, character assassinations and pleasing people that have built careers off of lucky breaks and breaking rules.
Plans fail, but new doors open…
When I say I was “both angered and moved” by what happened last year I was. In fact, I cried the whole car ride home trying to discern what my next move needed to be. What I’ve learned is it is not any company’s job to succumb to my career aspirations or professional requests; but it is absolutely my job to create the life and career I want for myself and my family. Since I made this decision to leave my gainful employment, I have received the following feedback:
“Janine, what will you do?”
“Are you going to work for another employer?”
“I’m so jealous, good for you.”
“You suck, I’m really going to miss you.”
” Sorry to see you leave, you were one of the good ones.”
All of these statements make me happy. For one, I am clear on the plan for now and even a few years out, but I am so open to new experiences-so those first, two questions just make me giggle. The latter three make me smile, because I know I made a great impression on colleagues at all levels and achieved lots of what 22 year old Janine set out to do.
Corporate America you’re losing a soldier on Friday. It may not be indefinite, but for now I can’t stomach you. I’m hard-working, caring, intelligent, forward-thinking and damn good at what I do. My only intention was to be of service and do meaningful work. I’m not mad at you per se- in fact I should thank everyone who has told me “no” for the past ten years. You have now ignited a new fire in my belly. Now my goal is to make an impact and it doesn’t have hierarchical implications but global ones. Thank you for helping me raise my standards and take back control of my career.
The future is bright…
To find out more about me and my baby, check out Talent Think Innovations, LLC here.
by Janine Nicole Dennis | Feb 19, 2014 | Business, Career, Featured, Human Resources, Talent Acquisition, Talent Management
Image courtesy of Wikimedia
Depending on who you speak to there is a talent war and every employer should be gathering up their troops to battle for the best and brightest. While I don’t disagree that there are still some highly sought after professionals that are hard to get to particularly in technical fields- I don’t see this said talent shortage/war being true in general.
What I have seen is great talent who are no longer passive but now actively open to any and all conversations surrounding new opportunities. I see those top performers as ready to have conversations about their next move, but employers being ill-equipped to receive them.
What do I mean?
This means that many of the employers speaking about the talent shortage are really spreading workforce propaganda and are in fact the root of the problem when it comes to the talent discussion. All employers want the best and brightest at their company, yet not all of them are diligent enough in how they attract, assess, develop and retain that talent. They want the finest selection of talent but are only willing to offer up salary, development, and benefits that don’t begin to compensate or reward the efforts of quality professionals.
There are various types of workers needed to keep your organization afloat. You have the top performers who will do what they are expected and offer up ideas, skills, and abilities above and beyond what you ask of them. These are your current and future leaders. You have your operational kinds that will be on time do what is asked of them and nothing more. They’re not overly concerned about upward mobility or development-just pay them for an honest day’s work and you will have them for the long haul. Lastly, you have those that will do less than what you expect and require a lot of hand-holding. These are the people that do just enough to keep you off their backs, but are not adding much to your workforce in terms of engagement and productivity.
When you think about what you want the makeup of your employee ecosystem to be- it isn’t likely that you want to attract or retain the latter kind of professional. Everyone is aiming for the best! You want those professionals that are self-motivated, productive, and ready to push the company agenda ahead.
Return on Effort
While it’s great that you are clear on what you want- are you as clear on what will attract and retain what you seek? The talent is there. They are open to conversation and helping you solve your business problems, but it comes at a price. Just as you expect ROI on your investments in them; they expect that you provide opportunities for growth, benefits, fair market value pay in return for their efforts. It’s called “return on effort”. This is where you get what you need from the employee and you in turn provide proper remuneration for their deliverables.
Be Honest
Do you have the budget or resources to garner the talent you seek? This is an important consideration for all businesses. If the answer is “yes”, your only worries is the strategy in getting and keeping them. If “no”, you have both a budget concern and work to do in terms of figuring out how you fairly and equitably distribute what you can; plus continuing to attract and retain talent despite a shortfall. This is not an easy task, but it may require you to be honest with current employees as well as new hires as to what you can really offer. Some may still join or remain with you through the struggle and others may flee. The point is it’s time employers stop selling grown adults on ideals and fluff that may never come to fruition.
Be cognizant of what you can offer as an employer and admit your shortcomings. Talent gaps and shortage may be real, but it isn’t the full story.
How will you rework your talent strategy in 2014 and beyond? Let me know how I can help?
by Janine Nicole Dennis | Feb 14, 2014 | Career, Career Sponsorship, Development
* Today’s post is from a guest blogger, Johanna Harris. *Johanna Harris has been a trial attorney with the U.S. Department of Labor and in-house labor counsel for two multinational corporations. She is currently the CEO of Hire Fire and Retire LLC. Her new book is “USE PROTECTION: An Employee’s Guide to Advancement in the Workplace,” available as iBook, Kindle, and Amazon Paperback. For more information, go to http://hirefireandretire.com. Enjoy!
A Mentor is not a Sponsor
It is now widely acknowledged that a woman cannot succeed in the workplace without a mentor. Some companies, in fact, have set up formal mentoring programs for their employees, both male and female. There’s little doubt that women need mentors. Mentors can provide invaluable insights into the unwritten rules of a company. They can provide feedback, career guidance and support. They can be trusted advisors. But if you’re an ambitious woman and you want to get ahead, your mentor will not get you promoted to a senior position. For that, you need a sponsor.
A sponsor is very different from a mentor. A mentor plays an important but passive role in your career. He wishes you well. But if you fail, your failure rarely impacts his career. He may benefit from serving as your mentor, but his future is not on the line. By contrast, a sponsor stakes his reputation on you. He goes out on a limb to advocate for your advancement. Your success is his success. Your failure is his failure.
A Sponsor Works at Multiple Levels
A sponsor works on multiple levels at different times. He makes sure that you receive the work assignments that are essential for entering the senior ranks. He uses his own status and connections to convince others of your stellar credentials and abilities. He removes barriers that stand in the way of your advancement. If there are naysayers who doubt your skills or your readiness to assume a senior role, he neutralizes their concerns. He makes sure that you network with the right people, and that you are visible to the key decision makers. He is your advocate and your champion.
Cultivating a Sponsor
It is not easy to attract a sponsor. You have to do a lot of groundwork first. You need to develop a stellar reputation as a hard worker, a reliable team player and a creative problem solver. You need to be excellent at your job. Once you’re comfortable that you’ve mastered these basic prerequisites of corporate success, you’ll need to look around and identify someone who could be your sponsor. Then you’ll need to cultivate him, and this will require time and effort. Your sponsor will need to know you and your work. He will need to feel comfortable with you. Otherwise, he will not take the risk that being a sponsor inevitably entails.
Two Barriers
Women face two barriers to cultivating sponsors that men usually do not need to confront. The first is that most sponsors are older men, while those most in need of sponsors are younger women. The mere fact of sponsorship can engender gossip, badmouthing and misconceptions about motives. To avoid such misconceptions, a woman has to work hard to be beyond reproach and, what’s more, appear beyond reproach. Discussions with your sponsor should be conducted in public places during work hours. All signs of familiarity or intimacy should be avoided.
The second barrier that many ambitious women face is internal. They have been raised to think that merit alone is enough to succeed, and that there is something unseemly about another person helping you to advance your career. They might think that cultivating a sponsor is taking unfair advantage of him, or that having the advantage of a sponsor means you’re not playing on a level field. These ideas are counterproductive. They are myths. It is a rare person, male or female, who advances to a senior job in the corporate world without having an advocate. There is nothing illegal or improper about having someone with power go to bat for you.
A Two-Way Street
A sponsor may have altruistic motives, but rarely does he advocate for a junior employee solely out of the goodness of his heart. Championing the career of someone else is extra work, and it’s risky. But a successful sponsorship can reward the sponsor as well. The sponsor develops a reputation as a manager who can spot and develop talent. He becomes known as someone who has made a contribution to the company beyond his narrow business interest. Once the sponsored employee successfully advances, she becomes an ally and a continuing source of intelligence about company matters outside the sponsor’s immediate business unit. She owes her sponsor her best efforts not only to advance her own career, but also to make her own meaningful contribution to the company. She owes him a demonstration that his judgment was correct and his faith in her abilities was not misplaced. Sponsorship is a two-way street.
Down the Road
The two-way street isn’t just one block long. Once a woman becomes a powerful senior executive, she will reach out and take the risk of sponsoring another junior woman. And if she chooses wisely, the two-way street becomes a highway.
Interested in writing a guest post for The Aristocracy of HR? Contact me here.
