Archive for the 'Mentoring' Category

19
May
15

If companies build (capability), greatness will come

approach-buildingWe all know professional development is important. To thrive, companies need to have highly skilled and knowledgeable employees.

So the WHY is covered. But the HOW….that’s a different story. Although companies’ PD needs have increased, most seem to be pursuing the same traditional methods – and many are getting less bang for their bucks.

According to a recent survey by McKinsey and Co., a global management consulting firm, companies are struggling with the best way to build capabilities. (Institutional capabilities are all skills, processes, tools and systems that an organization uses as a whole to drive meaningful business results. Individual capabilities refer to training, learning or specific skills.)

In the study, companies cited customer demand and strategic importance as the top reasons for building capabilities. McKinsey and Co. says executives most often identify skills in strategy, operations and marketing and sales as most important for business performance, focusing efforts mostly on frontline employees.

Despite recent technological advances and the advent of e-learning, on-the-job training is still the No. 1 vehicle companies use to better their workforces. And while experts have proven that informal or formal coaching is an effective PD tool, only 33 percent of respondents engage in mentorship. And even fewer companies use methods such as experiential learning or digital (mobile exercises or group-based online learning).

“These leading-edge training methods could enable all organizations to replicate or scale up their learning programs quickly and cost-effectively across multiple locations,” the authors wrote. “But currently, companies tend to plan and execute large-scale learning programs with a train-the-trainer approach or with help from external providers to roll out their programs.”

mentorAt the same time, executives reported struggling with how to measure the ROI of capabilities building. At least according to the McKinsey and Co. report, companies lack a clear vision for how to link capability building to the overall business. They also indicate a lack of resources for developing programs and implementing efforts. More than half the survey respondents said they’re not sure if their capability-building programs have met their targets – or whether such targets exist.

And so….what does this all mean?

McKinsey and Co. offers some tips:

  • Diagnose systematically. Companies are best able to build strong capabilities when they systematically identify the capabilities, both institutional and individual, that can have the most positive impact on the business. Objective assessments are an important tool in this process — and few respondents say their companies use such assessments now. These diagnostics not only help companies assess their skill gaps relative to industry peers but also help them quantify the potential financial impact of addressing capability gaps.
  • Design and deliver learning to address individual needs. The core principles of adult learning require that companies tailor their learning programs to employees’ specific strengths and needs, rather than developing a one-size-fits-all program for everyone. The most effective approach to adult learning is blended — that is, complementing in-class learning with real work situations and other interventions, such as coaching.
  • Align with and link to business performance. To be effective and sustainable, capability building can’t happen in a vacuum. Learning objectives must align with strategic business interests, and, ideally, capability building should be a strategic priority in and of itself. Making human resources functions and individual business units co-owners of skill-building responsibilities and then integrating learning results into performance management are effective steps toward achieving this alignment.

What do you think? Have your PD efforts led to better company and/or individual performance?

11
Mar
14

New data: Volunteerism at an all-time low

volunteer-11As parents, I think most of us want to instill in our children the importance of giving back. Thus the reason I’m PTA president, I teach Sunday School and chaperone field trips.

As a working mom, it’s sometimes hard to manage professional and personal commitments, but new federal government data suggest that we working moms volunteer the most.

That said, volunteerism is on the decline, according to a new report released Feb. 25 by the Bureau of Labor Statistics. The report found that volunteerism fell 1.1 percent in 2013, with a total of 25.4 percent of people reporting some form of volunteerism. This figure is the lowest since the bureau started the survey in 2002.

Data were collected through a supplement to the September 2013 Current Population Survey, sponsored by the Corporation for National and Community Service. The CPS is a monthly survey of about 60,000 households that obtains information on employment and unemployment for the nation’s civilian non-institutional population age 16 and older.

According to the report, about 62.5 million people volunteered at least once from September 2012 to September 2013, averaging 50 hours. And, as mentioned above, women volunteered more than men.

Surprisingly, while we’ve heard that Millennials and younger generations find volunteering important, 35 to 44 year olds volunteered the most, while 20 to 24 year olds volunteered the least.

Why? Because many of us in our mid-30s and mid-40s are parents. Specifically, the report found 44.5 percent of moms vs. 38 percent of dads volunteered. Religious organizations took the top spot for volunteering, followed by schools, sports groups or other youth extracurricular groups.

Other key findings of the BLS survey:

  • Married people volunteered at a higher rate
  • Those who achieved a higher level of education volunteered more often and were more likely to volunteer with multiple organizations
  • Part-time employees volunteered more than full-time employees
Peggy Hoffman

Peggy Hoffman, president of Mariner Management and Marketing, LLC

The data may be surprising, but it’s important for associations to keep them in perspective, said Peggy Hoffman, president of Mariner Management and Marketing, LLC.

“There isn’t clear indication of why [volunteer hours are down], but remember that this study looks at community volunteering, which is different from association volunteering,” she said.  “We do know that people have less time and more work responsibilities, so it makes sense that volunteering is down and will continue to be until we create accessible volunteering.”

So what’s the key, especially to attracting young, energetic volunteers?

Gen Xers are inspired by entrepreneurial approaches and celebrate individual effort and risk-taking, Hoffman said.

In addition, Millennials thrive on cross-mentoring with older volunteers, especially when it comes to technology, said Elizabeth Engel, CEO and chief strategist for Spark Consulting, LLC.

“This presents a terrific way to build relationships between the generations, to create micro-volunteering opportunities for your younger volunteers, to allow them to develop the professional skills they seek through volunteerism and for your Boomer volunteers to learn new skills as well,” she said.

But first you have to ask, Engel added. In fact, according to the BLS study, 40.5 percent of people volunteered because they were asked.

And feedback is just as important. Engel and Hoffman suggest asking what interests volunteers, and it can be done casually during drinks, a quick poll or during a conference call.

Elizabeth Engel, CEO and chief strategist for Spark Consulting, LLC

Elizabeth Engel, CEO and chief strategist for Spark Consulting, LLC

“You can ask people to suggest topics for your newsletter, magazine, blog, webinars or conference, or vote on topics others have suggested. You can ask people to rate an article or comment on a blog post. You can ask people to post a question or an answer to your LinkedIn group, private community or list serv.

“You can ask people to make a personal call to a new member, welcoming her to your association. You can ask people to serve as welcome ambassadors at your chapter events or as meeting buddies for first-timers at your annual conference. You can ask attendees to share their thoughts at a town hall meeting at your next event. You can ask people to take a poll or short survey. You can ask people to share your content through Facebook or Twitter. You can ask them how they’d like to contribute to your association. Truly, you’re only limited by your imagination,” Engel said.

For more ideas on attracting volunteers, check out this previous blog post about mission-driven volunteering.

What trends are you seeing in your volunteers? Are you surprised by the findings of the BLS report?

29
Oct
13

Straight from an intern’s mouth

Editor’s Note: This week’s guest post is from Samantha Moore, meetings and membership coordinator for the American Bakers Association in Washington, D.C.  Before working full time for the association, Moore was an intern. What can associations offer interns? She explains.

Samantha Moore

Samantha Moore, meetings and membership coordinator for the American Bakers Association.

ABA Logo“You should submit something,” said Karin Soyster Fitzgerald, my mentor and former boss, referring to an email from the American Society of Associations Executives encouraging members to comment on internship programs.  She isn’t even my supervisor anymore and I still take orders!

This subject is near and dear to my heart because without my internship, I would not be the meeting planner I am today. I hope that my story provides guidance for other young meeting professionals and persuades other meeting planners to implement stellar internship programs in their own associations.

I graduated from Penn State, majoring in hotel, restaurant and institutional management.  I wanted to be a wedding planner, but I fell in love with the meetings and convention industry after taking an introduction to meeting planning class that was based on a CMP prep textbook from PCMA.

But I had no idea how to break into that position right out of college. Many of my classmates went directly to hotels to be conference service managers but I knew that I wanted to be on the other side. So that’s where my internship at the American Bakers Association came in and where the magic started!

I interned with the ABA three separate times. I worked directly with both the meetings and membership departments. Some of my daily tasks included:

  • Membership record projects and outreach
  • RFP processes
  • Contract negotiation
  • Registration
  • Meeting materials (badges and other fun necessities)
  • Invoicing and monthly financial reconciliations.

Most of the time, someone reviewed my projects once I finished or they were already completed (contracts). But the experience of working on those projects is what an internship is really all about.

In my opinion, an internship is the most important item to have on a resume. Internships reflect drive, resourcefulness and professionalism. They teach valuable skills, such as collating/alphabetizing, Xerox machine mastering, document merging, coffee making and life skills. But more importantly, internships teach responsibility, professional workplace etiquettes, business ethics and last, but certainly not least, they provide a step toward the ultimate goal of a fulltime job that is successful and enjoyable.

As a 1½-year-old planner I have many responsibilities that are solely my own and I work directly with my supervisor on all other meeting logistics. I am responsible for our sponsorship program, registration process, evening events for ABA committee meetings and special events and many other day-to-day operations.

More recently, I coordinated the scheduling and supervision of more than 100 volunteers during ABA’s largest tradeshow, International Baking Industry Exposition, and was a key contact for the education program consisting of 75 sessions throughout four days. This was an amazing experience, not to mention all of the great baked goods! Because of my history with the association, they knew I could take on such responsibility, and for that I am extremely thankful.

Thanks to my internship, I’ve been able to apply almost two additional years of knowledge and experience to my current position. When I was asked to become a fulltime employee, ABA was undergoing a change in management. I was tasked with supporting the brief gap of management at the ripe age of 22.

The wealth of historical knowledge not only sustained me during that time but also enabled me to work alongside my new supervisor. This sense of empowerment and trust taught me critical thinking and showed that I could stand on my own.

To sum it all up:  Students/young professionals and associations need to get together! Associations benefit from creative and fresh perspectives from interns and interns grow into people who are well rounded and prepared for the road ahead.

What I adore about our industry is that it is versatile and flexible. What could be better than an internship in an association where the student is exposed to all daily functions of a modern company? And what can be better than quality and cheap (not free) labor?

Associations are flexible and vast enough to give interns a tailored and stable environment in which they can flourish and network for their future.  And interns: You never know when a small opportunity like a temporary internship can turn into a successful relationship and fulfill a young professional’s dream.

24
Sep
13

To pay or not to pay?

Intern name tag

Photo courtesy of myjoboption.com.

Not that long ago, interns were known as the coffee getters, copy makers and phone answerers. In other words, the grunt workers. Or office gophers, perhaps.

Thankfully, those days are gone (for the most part).

Now, interns are treated as valuable members of the team, often attending meetings, working on projects and managing social media accounts. They bring a fresh perspective to the workplace and employers welcome their enthusiasm.

But the question of whether to pay interns continues to perplex employers. It’s not a question of free labor, but rather regulation. Are you required to pay your interns? And, if not, should you anyway?

These days, it seems that to find a job after college, students must engage in at least one internship during their academic careers. In fact, I think it’s safe to say that most employers expect it.

And it seems that paying interns is the way to go.

According to the National Association of Colleges and Employers, the results of its College 2013 Student Survey showed that 63.1 percent of paid interns received at least one job offer, whereas only 37 percent of unpaid interns did.  That’s not much better than the survey’s results for those with no internship—35.2 percent received at least one job offer.

But it’s complicated for nonprofits, which are exempt from the Fair Labor Standards Act (FLSA), which mandates for-profit companies pay their interns at least minimum wage.

Since the ruling in the Black Swan case, there’s been a lot of buzz about what constitutes work and what doesn’t. In June, a federal judge ruled that unpaid interns at Fox Searchlight Pictures violated the FLSA by not paying interns during the production of the 2010 movie “Black Swan.” The judge ruled the interns performed the same work duties for which others were paid, and that the internships didn’t provide an educational environment, but instead benefitted the studio.

While the film industry is notorious for not paying interns, the decision could turn other industries on their heads.  Now, employers are asking: Will unpaid internships soon be history?

Black Swan movie

An artistic rendering of the movie, “Black Swan.” Photo courtesy of wallpapersus.com.

There’s a fine line when it comes to unpaid vs. paid internships, so in 2010 the U.S. Department of Labor released a fact sheet to determine under which circumstances a company could use unpaid interns. According to the department, there are six criteria that must be met to justify unpaid interns:

1. The internship, even though it includes actual operation of the facilities of the employer, is similar to training which would be given in an educational environment;

2. The internship experience is for the benefit of the intern;

3. The intern does not displace regular employees, but works under close supervision of existing staff;

4. The employer that provides the training derives no immediate advantage from the activities of the intern; and on occasion its operations may actually be impeded;

5. The intern is not necessarily entitled to a job at the conclusion of the internship; and

6. The employer and the intern understand that the intern is not entitled to wages for the time spent in the internship.

It’s not easy to navigate the mumbo jumbo of labor laws.  But if you’re thinking of starting an internship program, and if you’re debating about whether to pay your interns, Prima Civitas, a nonprofit economic and community development collaborative, offers a good resource. Prima Civitas’ Employer Internship Toolkit outlines what a successful internship program might look like and what an intern might do.

Next week, I’ll talk with Cheryl Ronk, president of Michigan Society of Association Executives, about the association’s successful internship program. I’ll also be doing some research to find other examples of successful programs, so I look forward to reporting back to you in a couple weeks.

But in the meantime, tell me: Does your association or organization use interns? If so, how? And do you pay them?

05
Jun
12

What American Idol and Food Network Star teach associations about mentoring

As another season of American Idol comes to a close (congratulations Phillip Phillips!), I can’t help but reflect on all of the changes the show has undergone over the years. From two hosts to one, a bevy of new judges, a remarkably flashy set, amazing new musicians and back-up singers, celebrity stylists and now, quite arguably, the best talent in all of the reality show singing competitions.

Not to ignore or outshine past Idol alums like Kelly Clarkson or Carrie Underwood, but the talent this season was consistently more impressive than in years past. Certainly, the possibility exists that talent – in general – is just better in 2012 than it was nearly a decade ago. However, I have to believe that mentor Jimmy Iovine has had something to do with this transformation.

For those who don’t know, Jimmy Iovine is an acclaimed music executive and record producer, and is Chairman of Interscope Records. Interscope works with diverse and gifted artists such as Eminem, Lady Gaga, Dr. Dre, U2, Sheryl Crow, The Black Eyed Peas, Mary J. Blige and Nelly Furtado. A little something for everyone.

Additionally, Iovine co-produced the hit films “8 Mile” starring Eminem and “Get Rich or Die Tryin’” with 50 Cent, as well as two consecutive Super Bowl Halftime Shows: one in 2002 featuring U2, and the other in 2003 featuring Shania Twain, No Doubt and Sting. Additionally, he executive-produced the critically acclaimed LeBron James documentary “More Than A Game.”

For the last couple of seasons, Iovine has also donned the hat of Idol contestant mentor. In this capacity, he gets to know the contestants, the range of their voices, their style and their swagger (that’s right, I said “swagger”). He supports song selection, unique arrangements and the creation of special moments in each performance. He also mentors and coaches contestants to ensure they put their best foot forward on the stage each week. After all, he is a producer by trade.

And although I certainly don’t credit him single-handedly for the remarkable show we experienced each week on the Idol stage this season (some of the contestants are more vocal about their direction as artists than others), I have to believe he’s had a pretty significant impact.

The same can be said for this season of Food Network Star. The show has undergone a major transformation this year. Celebrity chefs Alton Brown, Giada De Laurentiis and Bobby Flay are no longer hosting challenges or judging competitions, but rather have selected their own contestants this year from the thousands of audition tapes and are mentoring them each week to best showcase their talent.

Not only has this ramped up the entertainment value of the show (we’re cheering for both the contestants and their mentors while learning more about what makes each of them tick), but the cooking acumen and personality of each contestant seems to be better showcased in this format. Instead of hanging the talent out to dry, the seasoned veterans are deliberately coaching their newbies through challenges, teaching them little tips and tricks, and honing their celebrity prowess and star power.

I have to believe this will result in a better outcome at the end of the season when a new Food Network Star is crowned. When this season’s winner begins taping his or her own cooking show, I envision a better-prepared and more confident host. Interestingly enough, the mentor of the winning contestant will stay on to produce the show – which should offer additional consistency to the contestant’s point-of-view, as well as continued growth and refinement as an up-and-coming celebrity chef.

So, my question to you is this: How do you actively support the development of your young/emerging professionals? How do you engage more seasoned professionals in the mentoring process? What positive outcomes have you experienced in your own association as a result of a thoughtful and well-organized mentoring program?




meet aaron

Association learning strategist & meetings coach. Founder & president of Event Garde. Passionate about cooking, running, blogging, old homes, unclehood & pet parenting (thanks to Lillie the pup).

meet kristen

Writer, editor, public relations professional. Digital content manager. Proud mom of three. Total word geek. Spartan for life.

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