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September 2017
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  1. A Daily Calendar for the Leaders in Talent Management

    by

    A Daily Calendar for the Leaders in Talent Management

    Directions: What appears below is the start of a daily calendar for 365 days’ worth of activities to attract, develop, and maintain talent. It is geared to what you could do every day to attract, develop, and retain talent. Pull out a day/date calendar and adapt this list to your unit, department, division, or organization. There is nothing particularly sacred about this list. But also remember that you can also do things over weekends—like send out e-mails or letters—so that you can do something every day. Use your day/date calendar to plan specific things to do on a daily basis to manage and develop individuals who are talented people. Identify specific employees in your area of responsibility with whom you can do these things. There is no problem in repeating these activities. Many items below are repeated, and you can no doubt think of additional ways to manage/develop talent on a daily basis with individuals or groups.
    Day 1
    Have a short meeting with your workers to stress the importance of developing themselves and the importance of them taking an active role in their own development
    Day 2
    Identify important positions and people in your department and consider how long it would take to replace each one of them in the event of emergency. Plan to source and develop talent to at least cut the time it would take to find and train a replacement for each key person and key position.
    Day 3
    Develop a profile/description of an ideal performer for each key position and then compare existing staff to that profile/description. What gaps exist? How can people be developed to fill key positions?
    Day 4
    Consider the organization’s strategic objectives and how they impact your organization. Then develop a profile of ideal performers in the future to align with the strategic objectives.
    Day 5
    Identify the most promotable 10 percent of people in your area of responsibility and consider how to systematically prepare them for promotion
    Day 6
    Develop a list of short-term back ups to fill in for people who are sick or on vacation
    Day 7
    Research where you recruited your best people from and plan for getting more from the same sources
    Day 8
    Examine how selection methods are handled in your area of responsibility and brainstorm a list of ways to improve them. Involve your best people in this process.
    Day 9
    Develop a systematic approach to developing staff members so that they are promotable
    Day 10
    Meet with one of your best performers and discuss his or her career plans
    Day 11
    Take aside one person from your group and offer career advice
    Day 12
    Walk among your workers and offer encouragement in what they are doing
    Day 13
    Praise one worker in public for what he or she has done
    Day 14
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 15
    Make it a goal to offer feedback to every individual who reports to you today
    Day 16
    Offer encouragement to one of your high-potential workers today
    Day 17
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 18
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 19
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 20
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 21
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 22
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 23
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 24
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 25
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 26
    Examine how well your department is developing short-term and long-term back ups
    Day 27
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 28
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 29
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 30
    Meet with one of your best performers and discuss his or her career plans
    Day 31
    Take aside one person from your group and offer career advice
    Day 32
    Walk among your workers and offer encouragement in what they are doing
    Day 33
    Praise one worker in public for what he or she has done
    Day 34
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 35
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 36
    Offer encouragement to one of your high-potential workers today
    Day 37
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 38
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 39
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 40
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 41
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 42
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 43
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 44
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 45
    Examine how well your department is developing short-term and long-term back ups
    Day 46
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 47
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 48
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 49
    Meet with one of your best performers and discuss his or her career plans
    Day 50
    Take aside one person from your group and offer career advice
    Day 51
    Walk among your workers and offer encouragement in what they are doing
    Day 52
    Praise one worker in public for what he or she has done
    Day 53
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 54
    Make it a goal to offer feedback to every individual who reports to you today
    Day 55
    Offer encouragement to one of your high-potential workers today
    Day 56
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 57
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 58
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 59
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 60
    Single out one worker for special praise and hold a meeting so that all members of the group take turns talking about the strengths of this worker and how he or she could leverage them to advantage
    Day 61
    Hold a pizza party with your workers to show appreciation for their hard work—and encourage them as a group to discuss ways they could develop themselves further
    Day 62
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 63
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 64
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 65
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 66
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 67
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 68
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 69
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 70
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 71
    Examine how well your department is developing short-term and long-term back ups
    Day 72
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 73
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 74
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 75
    Meet with one of your best performers and discuss his or her career plans
    Day 76
    Take aside one person from your group and offer career advice
    Day 77
    Walk among your workers and offer encouragement in what they are doing
    Day 78
    Praise one worker in public for what he or she has done
    Day 79
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 80
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 81
    Offer encouragement to one of your high-potential workers today
    Day 82
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 83
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 84
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 85
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 86
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 87
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 88
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 89
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 90
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 91
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 92
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 93
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 94
    Examine how well your department is developing short-term and long-term back ups
    Day 95
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 96
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 97
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 98
    Meet with one of your best performers and discuss his or her career plans
    Day 99
    Take aside one person from your group and offer career advice
    Day 100
    Praise one worker in public for what he or she has done
    Day 101
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 102
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 103
    Offer encouragement to one of your high-potential workers today
    Day 104
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 105
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 106
    Meet with one of your best performers and discuss his or her career plans
    Day 107
    Take aside one person from your group and offer career advice
    Day 108
    Walk among your workers and offer encouragement in what they are doing
    Day 109
    Praise one worker in public for what he or she has done
    Day 110
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 111
    Make it a goal to offer feedback to every individual who reports to you today
    Day 112
    Offer encouragement to one of your high-potential workers today
    Day 113
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 114
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 115
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 116
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 117
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 118
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 119
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 120
    Have a short meeting with your workers to stress the importance of developing themselves and the importance of them taking an active role in their own development
    Day 121
    Identify important positions and people in your department and consider how long it would take to replace each one of them in the event of emergency. Plan to source and develop talent to at least cut the time it would take to find and train a replacement for each key person and key position.
    Day 122
    Develop a profile/description of an ideal performer for each key position and then compare existing staff to that profile/ description. What gaps exist? How can people be developed to fill key positions?
    Day 123
    Consider the organization’s strategic objectives and how they impact your organization. Then develop a profile of ideal performers in the future to align with the strategic objectives.
    Day 124
    Identify the most promotable 10 percent of people in your area of responsibility and consider how to systematically prepare them for promotion
    Day 125
    Develop a list of short-term back ups to fill in for people who are sick or are on vacation
    Day 126
    Research where you recruited your best people from and plan for getting more from the same sources
    Day 127
    Examine how selection methods are handled in your area of responsibility and brainstorm a list of ways to improve them. Involve your best people in this process.
    Day 128
    Develop a systematic approach to developing staff members so that they are promotable
    Day 129
    Meet with one of your best performers and discuss his or her career plans
    Day 130
    Take aside one person from your group and offer career advice
    Day 131
    Walk among your workers and offer encouragement in what they are doing
    Day 132
    Praise one worker in public for what he or she has done
    Day 133
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 134
    Make it a goal to offer feedback to every individual who reports to you today
    Day 135
    Offer encouragement to one of your high-potential workers today
    Day 136
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 137
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 138
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 139
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 140
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 141
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 142
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 143
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 144
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 145
    Examine how well your department is developing short-term and long-term back ups
    Day 146
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 147
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 148
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 149
    Meet with one of your best performers and discuss his or her career plans
    Day 150
    Take aside one person from your group and offer career advice
    Day 151
    Walk among your workers and offer encouragement in what they are doing
    Day 152
    Praise one worker in public for what he or she has done
    Day 153
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 154
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 155
    Offer encouragement to one of your high-potential workers today
    Day 156
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 157
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 158
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 159
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 160
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 161
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 162
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 163
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 164
    Examine how well your department is developing short-term and long-term back ups
    Day 165
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 166
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 167
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 168
    Meet with one of your best performers and discuss his or her career plans
    Day 169
    Take aside one person from your group and offer career advice
    Day 170
    Walk among your workers and offer encouragement in what they are doing
    Day 171
    Praise one worker in public for what he or she has done
    Day 172
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 173
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 174
    Offer encouragement to one of your high-potential workers today
    Day 175
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 176
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 177
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 178
    Single out one worker for special praise and hold a meeting so that all members of the group take turns talking about the strengths of this worker and how he or she could leverage them to advantage
    Day 179
    Hold a pizza party with your workers to show appreciation for their hard work—and encourage them as a group to discuss ways they could develop themselves further
    Day 180
    Purchase a copy of 1001 Ways to Reward Employees and adapt it to talent management
    Day 181
    Use an adapted activity from 1001 Ways to Reward Employees with one employee or a group
    Day 182
    Have a short meeting with your workers to stress the importance of developing themselves and the importance of them taking an active role in their own development
    Day 183
    Identify important positions and people in your department and consider how long it would take to replace each one of them in the event of emergency. Plan to source and develop talent to at least cut the time it would take to find and train a replacement for each key person and key position.
    Day 184
    Develop a profile/description of an ideal performer for each key position and then compare existing staff to that profile/ description. What gaps exist? How can people be developed to fill key positions?
    Day 185
    Consider the organization’s strategic objectives and how they impact your organization. Then develop a profile of ideal performers in the future to align with the strategic objectives.
    Day 186
    Identify the most promotable 10 percent of people in your area of responsibility and consider how to systematically prepare them for promotion
    Day 187
    Develop a list of short-term back ups to fill in for people who are sick or are on vacation
    Day 188
    Research where you recruited your best people from and plan for getting more from the same sources
    Day 189
    Examine how selection methods are handled in your area of responsibility and brainstorm a list of ways to improve them. Involve your best people in this process.
    Day 190
    Develop a systematic approach to developing staff members so that they are promotable
    Day 191
    Meet with one of your best performers and discuss his or her career plans
    Day 192
    Take aside one person from your group and offer career advice
    Day 193
    Walk among your workers and offer encouragement in what they are doing
    Day 194
    Praise one worker in public for what he or she has done
    Day 195
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 196
    Make it goal to offer feedback to every individual who reports to you today
    Day 197
    Offer encouragement to one of your high-potential workers today
    Day 198
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 199
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 200
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 201
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 202
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 203
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 204
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 205
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 206
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 207
    Examine how well your department is developing short-term and long-term back ups
    Day 208
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 209
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 210
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 211
    Meet with one of your best performers and discuss his or her career plans
    Day 212
    Take aside one person from your group and offer career advice
    Day 213
    Walk among your workers and offer encouragement in what they are doing
    Day 214
    Praise one worker in public for what he or she has done
    Day 215
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 216
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 217
    Offer encouragement to one of your high-potential workers today
    Day 218
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 219
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 220
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 221
    Demonstrate how to coach to workers and encourage them to coach each other
    Day 222
    Purchase a copy of 1001 Ways to Recognize Employees and adapt it to talent management
    Day 223
    Use an adapted activity from 1001 Ways to Reward Employees with one employee or a group
    Day 224
    Have a short meeting with your workers to stress the importance of developing themselves and the importance of them taking an active role in their own development
    Day 225
    Identify important positions and people in your department and consider how long it would take to replace each one of them in the event of emergency. Plan to source and develop talent to at least cut the time it would take to find and train a replacement for each key person and key position.
    Day 226
    Develop a profile/description of an ideal performer for each key position and then compare existing staff to that profile/description. What gaps exist? How can people be developed to fill key positions?
    Day 227
    Consider the organization’s strategic objectives and how they impact your organization. Then develop a profile of ideal performers in the future to align with the strategic objectives.
    Day 228
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 229
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 230
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 231
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 232
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 233
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 234
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 235
    Examine how well your department is developing short-term and long-term back ups
    Day 236
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 237
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 238
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 239
    Meet with one of your best performers and discuss his or her career plans
    Day 240
    Take aside one person from your group and offer career advice
    Day 241
    Walk among your workers and offer encouragement in what they are doing
    Day 242
    Praise one worker in public for what he or she has done
    Day 243
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 244
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 245
    Offer encouragement to one of your high-potential workers today
    Day 246
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 247
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 248
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 249
    Research where you recruited your best people from and plan for getting more from the same sources
    Day 250
    Examine how selection methods are handled in your area of responsibility and brainstorm a list of ways to improve them. Involve your best people in this process.
    Day 251
    Develop a systematic approach to developing staff members so that they are promotable
    Day 252
    Meet with one of your best performers and discuss his or her career plans
    Day 253
    Take aside one person from your group and offer career advice
    Day 254
    Walk among your workers and offer encouragement in what they are doing
    Day 255
    Praise one worker in public for what he or she has done
    Day 256
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 257
    Make it a goal to offer feedback to every individual who reports to you today
    Day 258
    Offer encouragement to one of your high-potential workers today
    Day 259
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 260
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 261
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 262
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 263
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 264
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 265
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 266
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 267
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 268
    Examine how well your department is developing short-term and long-term back ups
    Day 269
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 270
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 271
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 272
    Meet with one of your best performers and discuss his or her career plans
    Day 273
    Take aside one person from your group and offer career advice
    Day 274
    Walk among your workers and offer encouragement in what they are doing
    Day 275
    Praise one worker in public for what he or she has done
    Day 276
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 277
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 278
    Offer encouragement to one of your high-potential workers today
    Day 279
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 280
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 281
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 282
    Demonstrate how to coach to workers and encourage them to coach each other
    Day 283
    Use an adapted activity from 1001 Ways to Recognize Employees with one employee or a group
    Day 284
    Brainstorm approaches to build talent with your employees every day with other managers in your organization and apply one of those methods with one employee or a group in your department or in other departments
    Day 285
    Have a short meeting with your workers to stress the importance of developing themselves and the importance of them taking an active role in their own development
    Day 286
    Identify important positions and people in your department and consider how long it would take to replace each one of them in the event of emergency. Plan to source and develop talent to at least cut the time it would take to find and train a replacement for each key person and key position.
    Day 287
    Develop a profile/description of an ideal performer for each key position and then compare existing staff to that profile/description. What gaps exist? How can people be developed to fill key positions?
    Day 288
    Share the profile/description of an ideal performer for each key position with some of your high potentials and ask for their thoughts on how they could develop themselves to match the profile.
    Day 289
    Pick a high potential worker and ask him or her whether he or she wants to be promoted.
    Day 290
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 291
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 292
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 293
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 294
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 295
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 296
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 297
    Examine how well your department is developing short-term and long-term back ups
    Day 298
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 299
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 300
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 301
    Meet with one of your best performers and discuss his or her career plans
    Day 302
    Take aside one person from your group and offer career advice
    Day 303
    Walk among your workers and offer encouragement in what they are doing
    Day 304
    Praise one worker in public for what he or she has done
    Day 305
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 306
    Make it a target to offer individualized feedback to every individual who reports to you today
    Day 307
    Offer encouragement to one of your high-potential workers today
    Day 308
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 309
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 310
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 311
    Demonstrate how to coach to workers and encourage them to coach each other
    Day 312
    Use an adapted activity from 1001 Ways to Reward Employees with one employee or a group
    Day 313
    Use an approach that you brainstormed with other managers in your organization to build talent with your employees and apply one of those methods with one employee or a group in your department or in other departments
    Day 314
    Have a short meeting with your workers to stress the importance of developing themselves and the importance of them taking an active role in their own development
    Day 315
    Identify important positions and people in your department and consider how long it would take to replace each one of them in the event of emergency. Plan to source and develop talent to at least cut the time it would take to find and train a replacement for each key person and key position.
    Day 316
    Develop a profile/description of an ideal performer for each key position and then compare existing staff to that profile/description. What gaps exist? How can people be developed to fill key positions?
    Day 317
    Consider the organization’s strategic objectives and how they impact your organization. Then develop a profile of ideal performers in the future to align with the strategic objectives.
    Day 318
    Identify the most promotable 10 percent of people in your area of responsibility and consider how to systematically prepare them for promotion
    Day 319
    Develop a list of short-term back ups to fill in for people who are sick or are on vacation
    Day 320
    Research where you recruited your best people from and plan for getting more from the same sources
    Day 321
    Examine how selection methods are handled in your area of responsibility and brainstorm a list of ways to improve them. Involve your best people in this process.
    Day 322
    Develop a systematic approach to developing staff members so that they are promotable
    Day 323
    Meet with one of your best performers and discuss his or her career plans
    Day 324
    Take aside one person from your group and offer career advice
    Day 325
    Walk among your workers and offer encouragement in what they are doing
    Day 326
    Praise one worker in public for what he or she has done
    Day 327
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 328
    Make it a goal to offer feedback to every individual who reports to you today
    Day 329
    Offer encouragement to one of your high-potential workers today
    Day 330
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 331
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 332
    Offer encouragement to one of your high-potential workers today
    Day 333
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 334
    Take steps to encourage people with valuable personal contacts to mentor others
    Day 335
    Take one of your best workers aside and ask what he or she finds most rewarding and least rewarding about the work setting. Then resolve to take steps to enhance what is most rewarding and try to knock down barriers that keep the work setting from being rewarding.
    Day 336
    Identify people who are diverse and find ways to celebrate, in front of others, what makes them unique
    Day 337
    Pinpoint someone who is not performing their work or not getting along effectively with others and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 338
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 339
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 340
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher-level responsibility
    Day 341
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 342
    Examine how well your department is developing short-term and long-term back ups
    Day 343
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 344
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 345
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 346
    Meet with one of your best performers and discuss his or her career plans
    Day 347
    Take aside one person from your group and offer career advice
    Day 348
    Walk among your workers and offer encouragement in what they are doing
    Day 349
    Praise one worker in public for what he or she has done
    Day 350
    Take one worker aside and privately offer constructive criticism about how he or she could improve work
    Day 351
    Make it a goal to offer individualized feedback to every individual who reports to you today
    Day 352
    Offer encouragement to one of your high-potential workers today
    Day 353
    Identify a high professional (in-house expert) in your area of responsibility and suggest that he or she mentor others
    Day 354
    Pinpoint someone who is not performing their work, or not getting along effectively with others, and sit that person down to give him or her specific advice about what he or she could do to improve
    Day 355
    Reflect on how well you model enthusiasm for self-development and find one way today to show others how you are trying to improve yourself or stay current professionally
    Day 356
    Pick one of your best people and offer individual coaching in private about what he or she could do to develop himself or herself
    Day 357
    Prepare individual development plans for your high potentials and meet with them individually to discuss how they could develop themselves for higher level responsibility
    Day 358
    Find a way to recognize publicly an individual who is doing a good job in developing himself or herself
    Day 359
    Examine how well your department is developing short-term and long-term back ups
    Day 360
    Meet with individuals who are being developed as short-term and long-term back ups, giving them feedback and encouragement on their development
    Day 361
    Single out one of your workers and compliment him or her on what he or she is doing
    Day 362
    Send an email to one of your workers to offer appreciation for what he or she has done for the work unit and suggest ways that he or she could develop further
    Day 363
    Meet with one of your best performers and discuss his or her career plans
    Day 364
    Take aside one person from your group and offer career advice
    Day 365
    Walk among your workers and offer encouragement in what they are doing.
    ……………………………………………………………………………………………………………………………………
    Note
    Think about forming a group of managers inside your organization and asking them to brainstorm their own company-specific list of daily actions that can be taken to develop talent. That is a good way to bring visibility to the effort and reinforce the point that it should be a daily responsibility of managers..

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