Maybe I Should Just Quit?

Monday February 20th, 2017 at 10:00am
Written by Kevin Schnieders - Chief Executive Officer

I was recently speaking to a group of 8th graders when one of them asked an interesting question. "As a CEO," she said, "What do you think is more important: vision or resilience?" I told her that my immediate response was vision, for two reasons: First, vision is the sole responsibility of the CEO. The CEO is the only one who should be writing the initial draft of the vision. It's that person's job to say where the organization is headed over the next three years. Second, resilience, when you're pursuing the wrong goals, is a terrible thing. I've lost a lot of money pursuing the wrong business goals for too long. There is a lot of benefit to failing fast.

I explained further that it is important to determine if you're pursuing the right goals for your life. If you're not having success, maybe you should just quit.

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How to Develop a High-Impact Succession Plan

Wednesday March 23rd, 2016 at 9:01am
Written by Jennifer Giannosa - Senior Consultant

In its basic form, succession planning is a way to identify and develop professionals entering a leadership position. Transition is undoubtedly something every organization experiences - the ebb and flow of people entering and exiting various roles. Some organizations have mastered a process of continuous succession planning. Yet, many small and medium size businesses remain unprepared for sudden or imminent changes that require immediate action.

EDSI has identified a succession planning process to successfully address changes like retirement and loss of key people. The process focuses on the collection and analysis of specific data, allowing for highly customized solutions. One major focus of this process is certainly communication. Communication builds trust and subsequently reinforces a message to employees that their skills and experience are valued.

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What Does it Mean to be a Young Professional?

Wednesday March 2nd, 2016 at 7:30am
Written by Theresia Kody - Business Services Representative

I have been part of many conversations recently about young professionals: being a young professional, how to attract young professionals to specific employers, what do young professionals want in a position, etc. A common theme I heard in each of these conversations was the varying definition, view, and expectations of a young professional. I found it interesting that this term is used so frequently in the workforce, yet is shaped by perspective, which is then key to understanding someone’s view. From here, I turned to a few college seniors to hear their perspectives and asked them to refrain from using the internet.

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Kevin Schnieders Speaks on Leadership Development at International Society for Performance Improvement Event

Thursday February 11th, 2016 at 9:00am
Written by EDSI

EDSI CEO, Kevin Schnieders, spoke on the topic of leadership development at the 2015 Signature Event of the Michigan Chapter of the International Society for Performance Improvement.  Please watch the video below! 

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Becoming Someone Special for our Customers

Friday January 22nd, 2016 at 8:15am
Written by Sheila Long - Career Advisor

EDSI has given me a chance for a new beginning. I was a 26-year employee at a Fortune 500 company. Through changes and acquisitions, the company was sold and I needed to make a life decision – should I retire, or move to a new company? As the saying goes, “when the going gets tough, the tough get going,” so I decided to seek a new career. I joined EDSI in August 2015 as a Talent Engagement Specialist in North Carolina.

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Five Concerns of the 50+ Client

Wednesday January 13th, 2016 at 7:30am
Written by Kathleen Niedermayer - Job Developer

In my short tenure with EDSI as an EARN Job Developer, I have had the privilege of observing and teaching Job Club. Most of the clients who participate are 50 years old+, have been employed steadily in a company or industry for a long time, and generally have no clue about the requirements of a job search in this century.

Five common concerns usually come to light during our weeks together in Job Club. The exciting news for us is that with empathy, active listening and open sharing, most of these concerns can be identified and relieved before “graduation” day. You can be the change agent that turns their fear, frustration and negative attitude into one of hope for a brighter and better new day.

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Career Sculpting

Wednesday November 18th, 2015 at 1:36pm
Written by Beth Seraydarian - Talent Development Specialist

Have you ever left a conversation with someone and thought, “she doesn’t get me?” Or, perhaps you have a customer you’ve tried to identify with in order to have more productive conversations. This was the situation Adria Strausbaugh found herself in when she was initially referred to Career Sculpting. Adria was, and still is today, a manager who we are interested in developing and retaining. Before we read more about Adria’s story, let’s take a closer look at Career Sculpting, one of EDSI’s talent development programs. 

Career Sculpting helps EDSI develop the capabilities of current and future leaders. Two of the intended results of the program are increased engagement and retention of our team members.  

Career Sculpting provides team members with an opportunity to:

  • Connect with what drives and motivates them 
  • Change their perspectives through individual attention and learning
  • Focus on the future 
 

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Demystifying Talent Development and Employee Retention

Wednesday August 19th, 2015 at 7:32pm

Written by Jennifer Giannosa - Senior Consultant with EDSI Consulting

jgiannosa@edsisolutions.com 

 

What do top HR execs, consultants and specialists say are the biggest challenges in retaining and motivating their talent heading into 2015? 

“Keeping critical employees engaged and challenged while competing with progressive employers and dealing with steadily shrinking HR budgets.”
Sound familiar?
 
These HR issues represented some of the toughest challenges facing HR professionals at the Society for Human Resources (SHRM) roundtable discussion in downtown Chicago in early 2015. If your organization has yet to experience the effects of these emerging HR challenges, be aware that they may be on the horizon.  Fortunately, the roundtable discussion provided many creative and progressive solutions to overcome such challenges.  
 
Industry-leading employers understand that motivating and retaining employees involves flexibility in work/life balance and many offer top-of-the-line programs and work perks. However, for small businesses or HR departments with shrinking budgets, inventing creative solutions with similar results presents a unique challenge.  
 
Closing out the roundtable, attendees discussed concise and creative ideas for motivating and retaining their top employees.  Although simple in concept, the most well-received ideas involved engaging the C-Suite. 
 
Coaching the C-Suite

As an HR professional, embrace the challenge to keep the C-Suite informed on current and future HR issues. Ultimately, this allows you the opportunity to gain the necessary support to act as true problem solvers.  What is the most effective way to grasp the attention of the C-Suite? Use DATA to bring validation to your challenges!  C-suites often value communication that is validated by solid data.  Use information to frame your issues and help your superiors understand the challenges and solutions your department requires.

 

C-Suite Lunch Outings

Organize a relationship-building opportunity with C-Suite execs and groups of employees (once per week in small groups).  It’s a win-win situation which brings the two groups together to keep employees motivated and challenged and give C-Suites an opportunity to build relationships and understand front-line challenges.  Most importantly, both parties will begin to build a relationship founded on trust. 

 

Mentoring Programs > Open Door Policies


Open door policies have good intentions, but can be generic, vague and ultimately ineffective at maintaining a positive, supportive and collaborative office environment. They can feel passive and require employees to engage managers, which may never happen due to fear of rejection or retribution.  To take open door policies to the next level, try a mentoring program.  Mentoring programs are active and require participation from managers and leaders.   They represent a great learning opportunity for both managers and subordinates regarding communicating effectively and building relationships founded on trust.  Leaders should focus on understanding how employees like to be recognized and how to tell if they are stressed or engaged. 

 

Guided Stretch Goals


Stretch goals are ambitious goals that help push people to new heights and inspire them to do amazing things!  Before setting up a meeting with employees to develop stretch goals, ensure you are prepared. Make it a conversation as you guide your employee through the discussion on setting the specifics of the goals. Follow-up is key; show you are prepared by consistently holding your employees accountable for each goal, every time. Unfortunately, sometimes it only takes one slip-up for an employee to lose motivation and trust in the abilities of his/her leader.

 


Utilizing these solutions will help establish your organization as a progressive employer of engaged and tenured employees.  Each involves careful thought and planning.  Choose solutions you think will work best for your organization and those you have the support and resources to see through.  Remember, sustainability is key! For more information on any of these creative solutions, please contact me at jgiannosa@edsisolutions.com.

 

Founded in 1979, EDSI is a national leader in workforce development, customized training and consulting.

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EDSI helped us to identify needs, prioritize training objectives and use our limited budget more wisely. Equally important, they allowed us to support our decisions with hard data. EDSI provided me with a package I could use to help drive activities. David Wright; Director of Training - Metropolitan Atlanta Rapid Transit Authority

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