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..