April 2009 Vol 2, Issue 2     Provided by: HRGroup The workforce catalyst    Performance & Productivity Catalysts        In this issue of HRTips   we address the following:     HRTip "Identifying Leaders - Look to Your Left, Look to Your Right"   HRGreen Tip "Green Is Here To Stay!"   HRGroup In Action "Hire the Best..and Let Your Competitiors Have the Rest"        Please forward your issues/questions to us and we will incorporate them into future e-newsletters. Call Ted or John at 480.753.6188 shoot us an email at info@hrgrouponline.com, or visit www.hrgrouponline.com. HRTip                            Identifying Leaders - Look to Your Left, Look to Your Right     Identifying and retaining top talent for future leadership is one of the most important functions of the leaders of an organization, but identifying high potential candidates, particularly at the leadership level, can be challenging when that potential has not been realized.  Discovering high-potential talent requires that leaders evaluate what an employee can do, not necessarily what he or she has done.  Evaluating potential for future leadership goes beyond looking at degrees, skills, and technical/operating knowledge but focuses more on interpersonal skills.  As Marshall Goldsmith points out in his book "What Got You Here Won't Get You There" people skills (or lack thereof) become more pronounced and important the higher up one goes in an organization.   HRGroup, in conjunction with two other business partners, is currently working with a large organization to create an internal pipeline of highly qualified candidates to compete for positions within their organization.  No guarantees are given, but implementing a leadership development initiative will help to ensure that internal candidates are prepared when opportunities become available.  After a rigorous identification process that includes: defining the leadership qualities that are required; nominations involving a collaboration between the current manager, HR and senior leadership; and discussion with the candidates on their interest in and commitment to the development program, the selected candidates begin the work of determining strengths and development opportunities.    For each participant the program includes assessments, 1:1 sessions with an external coach, internal mentoring and developing and completing a development plan that builds on current strengths and identifies areas for continuing development.  Assessments are important because they provide objective data and feedback to supplement the subjective evaluations and comments plus they provide a method for measureable outcomes to ensure that progress is being made.  The assessments include a job benchmark (for the position to which the employee aspires), Trimetrix measuring behavioral style, motivators and personal talents of the participant(s), and a 360 leadership survey.  The participant's 360 provides feedback from their supervisor, direct reports and peers on areas such as organizational strategy, resource management, communication, collaboration and overall leadership effectiveness.   The ultimate success of a development initiative is determined by an organization having the internal talent ready to move up when opportunities arise versus having to go to the outside.  It requires that the current leaders make a real commitment to identify and develop this talent rather than assuming that the talent will "bubble up" when needed.  It takes time and requires the application of resources - but the payoff to the organization can be substantial. HRGreenTip         Green Is Here To Stay!         Many who have been beating the drum for energy efficiency, water conservation and sustainable business practices have found willing ears in executive suites across the state.  It's impossible to log onto Web sites for such utility companies as Arizona Public Service, Salt River Project or Tucson Electric Power without being directed to information about their green programs and services.   Arizona State University is a national leader in solar energy research development with six major grants from the U.S. Department of Energy, five of which come from the Solar America Initiative.  ASU practices what it researches with planned, campus-wide, solar installation that will make it one of the largest commitments to solar energy by a university in the United States.   And if none of that is convincing enough, consider this.  Light rail has come to the Valley of the Sun with the debut of a 20-mile, $1.4 billion system in late December.   "We could get a lot better than we are, but we're doing pretty darn good," says Charles Popeck, president and CEO of Green Ideas Inc., an environmental building consulting firm in Phoenix.  "I'd have to say it's across the board.  Everyone seems to be catching onto it," he says.  "The reason is it's just common sense.  I mean, how can you argue with saving water and saving energy?"   And with Mayor Phil Gordon's recent announcement that he and others are working on a 17-point plan to make Phoenix the "Geenest City in America", much more is on the way.  Stay tuned and examine ways your organization can join The Green Movement.  It just makes economic sense!   Portions of this article were excerpted from AZ Business, March 2009   HRGroup In Action          Ted is presenting at the PSA-TEC nationial conference in Chicago on May 7th on the topic "Hire the Best...and Let Your Competitors Have the Rest".     John's daughter Brenda is getting married on May 9th - Congratulations!   Contact Ted or John at 480.753.6188 or info@hrgrouponline.com