The Power of Leaders Being Experts in the Employee Lifecycle

The success of any organization is linked to the strength of the leadership it employs. Leaders play an important role in building, guiding, motivating, inspiring, and developing employees while balancing organizational goals. To be a powerful leader one must understand and embrace all layers of the employee lifecycle. From recruitment to separation, leaders need to have a thorough working knowledge of what it takes to successfully attract and retain the very best talent. Leaders possessing this expertise will undoubtedly have a positive impact on the overall success of the organization. In addition to positively impacting the success of the business, powerful leaders are also more likely to have an engaged workforce and a strong workplace culture. Each leader will face challenges to being able to understand and fully lead and execute every aspect of the employee lifecycle. For leaders to develop the skills necessary to effectively drive the employee lifecycle they must seek to learn each step, firsthand. Leaders taking a hands-on approach from recruitment and selection, progressing through on-boarding and development, owning the development and performance process, and finally investing the right amount of time and resources in the separation process will be sure to become powerful throughout the employee lifecycle. Leaders seeking to own and become experts in all aspects of the employee lifecycle, should:

Identify and Onboard the Best Talent. Leaders should own the employee attraction process and not delegate it. Being able to write or contribute to the job description, determine where ads are posted and how they represent the role and company, and also identify which candidates should be included in the interview process, is crucial. Leaders taking a hands-on approach to the hiring process will provide valuable input in the process to aid in the selection process. A leader that is involved in the recruitment process in such an intimate way, will be able to quickly contribute to the right employees being selected and employees without the appropriate skillset being excluded. Clearly defining the requirements and qualifications needed for the open position will ensure that the hiring team will have the details they need to accurately screen and identify relevant candidates. Through collaboration, leaders ensure that the recruitment process is targeted and aligned with the organization's goals and objectives, as well as with the department in which the employee will work. Leaders actively participating in the selection process by reviewing resumes, conducting interviews, and assessing candidates will help the rest of the hiring team be better acquainted with that leader’s hiring needs. Leaders also play a key role in evaluating the candidates' competencies, assessing their alignment with the company values, and determining their potential for growth within the organization. By taking an active role in the recruitment and selection process, leaders contribute to building a talented and diverse workforce that can drive the organization toward its strategic objectives. Leaders should also serve as the primary source of guidance and support during the on-boarding phase. Being a guide for new hires and assisting them with navigating the organizational structure is a key factor in ensuring that a new hire is set up for success. This deliberate focus helps with understanding the roles and responsibilities of the job. Leaders being available to answer questions, address concerns, allay fears, and offer ongoing feedback, will create a fast bond and an environment of open communication and trust. This is the time for leaders to set the example for company values and behaviors, and ensuring that new employees feel welcomed and valued. By emphasizing the organization's mission and vision during this time, leaders inspire new hires to align themselves with the company's goals, fostering a sense of purpose and motivation. Effective leaders understand that a strong on-boarding and orientation experience will set the foundation for short-term and long-term employee success.

“Adopting a skills-based approach is one way to stay current. But first, organizations need to take stock and ask meaningful questions so they are set up for future success.” Visier

Prioritize Performance Management and Employee?Development. Leaders being deliberate about prioritizing performance management and employee development early in the employee’s tenure will set the employee and the organization up for success. It is a key leadership responsibility to set clear performance expectations, as well as realistic and achievable goals for every employee. By defining these expectations, leaders provide a clear path for employees to meet and exceed their performance expectations. Effective leaders also provide ongoing feedback and coaching to help employees develop in their new roles and improve the skills necessary to meet and exceed their goals. This feedback should come in the form of role modeling what good looks like, reinforcing good performance, constructive criticism to address areas that need improvement, and role-specific training and development opportunities. Leaders should also seek to identify high-potential employees and provide them with development opportunities needed to allow them to take on more challenging assignments, and later on, other roles. The environment that leaders create for employees should encourage them to succeed in their current roles and also set them up for growth and learning. By doing so and also being a role model for employees, leaders will help employees become acclimated to the values and behaviors needed to succeed in the organization. The performance management cycle is also an important time for leaders to demonstrate ethics, empathy, and strong communication skills, to create a positive work environment where employees feel supported and empowered to perform at their best. Promoting a culture of open communication and collaboration, allowing employees to voice their ideas and concerns, and actively involving them in decision-making processes during this time is very important. This approach boosts morale, motivation, and overall employee satisfaction, and allows employees to feel safe to provide their feedback. Prioritizing employee feedback is a key factor in creating a mutually beneficial relationship between leaders and employees, leading to a strong organizational culture, increased productivity, employee retention, and overall organizational effectiveness. By offering support, guidance, and mentorship, leaders can help employees overcome challenges and grow professionally, thereby boosting their engagement and performance. When employees have a sense of ownership and control over their work, they are more likely to be engaged and perform well. Leaders can also foster a culture of continuous learning and development by providing opportunities for training, skill enhancement, and career advancement, which further contribute to improved performance and retention. Leaders’ actions and behaviors significantly influence the engagement and motivation levels of their employees, ultimately impacting the overall success of each organization's employees and the organization.

Retain the Best Talent. Employee retention should be a top priority for organizations. Maintaining a stable workforce ensures continuity and productivity. When employees remain with an organization for an extended period, they develop a better understanding of the organization's goals, business cycles, and culture. The accumulation of business and industry knowledge and experience can significantly contribute to the efficiency and effectiveness of how the organization operates. High turnover leads to disruptions, loss of organizational knowledge, and increased training costs, which can hinder productivity and impact the bottom line. Organizations that prioritize employee retention foster a positive work environment and enhance employee morale. An organization that recognizes and rewards employee contributions promotes a sense of loyalty and encourages employees to stay with the company for the long term. Leaders that focus on employee retention can lead the organization through significant cost savings and more profitability. The cost of recruiting, hiring, and onboarding new employees can be substantial, and by investing in strategies that promote employee retention, such as competitive compensation, opportunities for growth and development, work-life balance, and positive company culture, organizations can reduce turnover and the expenses associated with hiring. Retaining talented and experienced employees not only saves money and time, it also reduces the disruption and potential risks associated with attrition. Leaders that recognize that prioritizing employee retention will bring several benefits to the organization are more inclined to develop and retain the talent in their organization. By doing so the organization will have a more loyal, motivated, employee population, leading to a stronger and more successful organization.

Promote Work-life Balance.?Harvard Business Review conducted a study with 78 professionals, both men, and women, between 30 and 50 years old, with at least one dependent child, and in either middle or senior management roles. This study found that the majority of the interviewees described their jobs as highly demanding, exhausting, and chaotic. Approximately 30% of the men and 50% of women in that sample appeared to consciously resist working long hours, describing a variety of strategies they developed for maintaining a healthier work-life balance. The study also found similarities in the thought process that contributed to why these employees changed the way they prioritized their work and personal lives. “At a high level, our research showed that achieving a better balance between professional and personal priorities boils down to a combination of…….questioning assumptions to increase self-awareness — and intentional role redefinition. Importantly,....research suggests that this is not a one-time fix, but rather, a cycle that we must engage in continuously as our circumstances and priorities evolve.” Says Lupu and Ruiz-Castro, of HBR. When leaders prioritize work-life balance, they foster a positive and supportive work environment. Employees who feel supported in achieving a healthy balance between their personal and professional lives are more likely to experience lower stress levels and higher job satisfaction. This, in turn, leads to increased productivity and improved employee retention rates. The prioritization of work-life balance demonstrates a commitment to the well-being and holistic development of employees. When leaders value their employees' personal lives and understand the importance of maintaining a healthy work-life balance, they promote a culture of trust and respect. This encourages employees to bring their whole selves to work, resulting in more authenticity, higher engagement, creativity, and innovation. Leaders that help employees to make time for personal experiences are more likely to promote personal growth and fulfillment, which will positively impact employees’ professional lives as well. Work-life balance also helps to prevent burnout and reduces the risk of mental and physical health issues among employees. Stressed employees are more prone to exhaustion, reduced productivity, increased absenteeism, and burnout. By fostering a culture that supports work-life balance, leaders will create an environment that promotes mental and physical well-being, which leads to better focus, and ultimately, a healthier workforce. Leaders who prioritize employee work-life balance not only benefit their employees but also contribute to the long-term success of their organization. A supportive work environment, improved employee well-being, and increased productivity are just a few of the positive results of a leader placing a strong emphasis on their employees balancing work and life. By recognizing and respecting the importance of personal lives, leaders create a foundation for a happier, healthier, more engaged, and productive workforce.?

Make the?Off-Boarding?Process Smooth. Leaders should consider employee off-boarding as important as on-boarding. A well-executed off-boarding process contributes to a positive organizational culture. When employees leave a company, how they are treated during their departure can leave a lasting impression on them, their colleagues, and their families. By conducting a thorough off-boarding process, leaders show respect and appreciation for the departing employee's contributions, enhancing the company's reputation as an employer of choice. This approach aids in fostering a sense of loyalty and goodwill among current and former employees, leading to potential future collaborations, and referrals. Prioritizing employee off-boarding facilitates knowledge transfer and solidifies the culture. Departing employees often possess valuable knowledge, skills, and relationships that should be shared before their departure. Leaders are also encouraged to conduct thoughtful exit interviews and knowledge transfer meetings. This will allow for the capture and preservation of institutional knowledge, ensuring that it benefits the organization in the short-term and long-term. Engaging in open and honest conversations during off-boarding can uncover valuable insights and feedback, enabling leaders to identify areas for improvement and make necessary adjustments to enhance the employee experience of the current and future employees. Placing the right emphasis on off-boarding reflects a commitment to continuous improvement and learning. Leaders who recognize the significance of off-boarding acknowledge that every employee, even when leaving, has a unique perspective and experience that can contribute to organizational growth. By actively seeking feedback and conducting exit interviews, leaders gain valuable insights into aspects of the workplace that may need attention, allowing for ongoing enhancements to policies, procedures, and business operations. This commitment to learning and development creates a culture that demonstrates that the organization values its employees' experiences and opinions, both during their tenure and beyond. Treating employee off-boarding with equal importance to on-boarding promotes a positive organizational culture, facilitates knowledge transfer, and demonstrates a commitment to continuous improvement. Leaders who recognize the value of off-boarding can create lasting positive impressions, retain valuable knowledge, and foster a culture of mutual respect and trust.

Leaders who possess expertise in all layers of the employee lifecycle are best equipped to drive organizational success. Their comprehensive knowledge enables them to make informed decisions, foster employee growth, and create a positive work environment. By focusing on recruitment, on-boarding, performance management, engagement, talent retention, employee feedback, employee well-being, and a respectful and productive off-boarding process, leaders will increase organizational performance and create a culture that values all of its employees. Leaders need to recognize the significance of their role in each layer of the employee lifecycle and invest in continuous learning and development to maximize their impact on each of their employees, for the growth of the organization as a whole. Beginning with talent acquisition, leaders with a deep understanding of the job requirements and the skills needed for each position can effectively assess candidates, ensuring the right candidate is selected at all times. Their expertise enables them to identify the most aligned talent for the open position, getting closer to the organization’s long-term goals. Leaders who possess subject matter expertise will provide valuable guidance to the recruitment team, to enhance the overall quality of the hiring process. The employee development process is also important?to leaders to prioritize and ensure that the right employees with the relevant expertise are available to meet the organization’s goals. Through their knowledge and experience, leaders can design and implement robust training programs that address skill gaps and promote professional growth. They can act as mentors, offering guidance and support to employees, which cultivates a culture of continuous learning. By leveraging their expertise, leaders can identify high-potential individuals and provide them with tailored development opportunities, fostering talent retention and succession planning. Ultimately, leaders who possess expertise in their domain can inspire and motivate employees, driving performance and productivity across the organization. The employee lifecycle encompasses every stage of an employee's journey within an organization, from recruitment and onboarding to career development and off-boarding. By focusing on each step of this cycle, leaders will create a thriving workplace culture that attracts top talent, fosters employee engagement, and drives long-term growth. Investing in a comprehensive understanding and development of all layers of the employee lifecycle is not only a strategic decision but a vital one for the long-term success of powerful leaders. By taking a proactive stance on attracting, developing, and retaining top talent, leaders cultivate a workforce that is engaged, productive, and aligned with the mission of the organization. Powerful leaders ensure they prioritize the employee lifecycle and lay the foundation for a thriving and sustainable future.