Horizon Point Consulting

Category: Talent Management and Development

We provide full service talent management and talent development consulting services. Read our blogs in this category for stories and best practices from real clients and real research.

  • 15 Years of Workplace Innovation. What Will the Next 15 Bring?

    15 Years of Workplace Innovation. What Will the Next 15 Bring?

    It’s the summer of anniversaries. On July 4th our country will celebrate its 250th anniversary.  Relatively young for a country, but a milestone nonetheless.

    In August, my husband and I will celebrate 20 years of marriage. Still possibly a young marriage, but a milestone anniversary as we enter our midlife years.

    And this summer, Horizon Point celebrates our 15th anniversary. Established as a business- but still an adolescent- we’ve always been predicting and navigating what will happen next when it comes to the workplace.

    Fifteen years ago, writing my first blog post seemed to be the official way to announce the business. I looked for the post and that first platform of those infant writings, but couldn’t find it.  It was written on a platform that is long forgotten and no longer in existence.

    The post played off the theme of Sarah Bareille’s song “Uncharted”. And boy, we’ve navigated some uncharted territory-some anticipated and some totally unexpected- shaping the workplace.

    How the Workplace Changed Over the Past 15 Years

    In 2011, smartphones were taking over, millennials were taking over, and cloud computing was changing how we worked and collaborated.  We were coming out of the “Great Recession” yet many employers were still complaining about the quality and quantity of labor.

    Throughout the first several years of business, “employee experience” became a buzz phrase, people wanted to constantly talk about the five generations in the workplace and what it meant and DEI initiatives began to take off.  “Wellness” became a workplace strategy.

    As we approached 2020, remote and hybrid work largely driven by technology and the desire to retain and expand talent pools began to creep up on all of us.  Around 2018 we began to get an explosion of calls about help with compensation. We were still largely operating at recession wages ten years after the recession. Then the pandemic hit and accelerated these paths exponentially.

    The Great Resignation hit and we were up to our eyeballs at work helping a diverse set of employers recruit and retain talent in this new paradigm.

    And although I wouldn’t have dreamed of all that AI can do and how it could help me write a blog post fifteen years ago- yes, I did dump the topic for this blog post in ChatGPT to help me begin- there are some things that still remain the same and will continue to shape the workplace for the next 15 years.

    Looking Ahead: What the Next 15 Years May Bring

    Here are my predictions:

    How and Where Work Gets Done:  We will still be “arguing” over the mix of work- remote, hybrid, in office, etc. etc.- and what is best universally and by company and industry. We will still be arguing what makes people most “productive”.

    I found Adam Grant’s most recent research interesting around why and what type of boss wants people to return to the office full-time.  Spoiler alert: it isn’t really about productivity.

    I myself have re-examined this in the last year or so, to a varying degree of extreme.  We’ve always had the core values of people first coupled with productivity driving us to not care “when and where work gets done as long as it meets the client’s needs.”  We all work from home and work based on client demand and our own personal time clocks and rhythms to maximize our motivation, productivity, and outcomes. This looks different for each of us.

    But as we transition into year sixteen of the business, I will be relocating with my family six hours away from where I’ve done life and business for the last fifteen years. I still have total confidence work will get done to meet client needs. Will it look different, yes, but it will still be work getting done. If you want to read more about our decision to move, you can find it here. Home and work, at least in my industry, can be almost anywhere in 2026 and beyond.

    As technology continues to advance, even 24/7 industries like healthcare, public service/safety, and manufacturing will have to examine if it will be realistic to operate 24/7/365 without some drastic changes.  Because what will drive all this is the next one…

    Our quality and quantity labor crisis will only grow:  We aren’t making enough babies in the United States or across the world.  Immigration policy is a hot button and I believe will remain so for the near future.  People are exiting the workplace left and right, some for valid reasons, like a much deserved retirement, and for some not so good, for example, the decline of working-age men in the workplace and what this idleness is causing.

    We’ve written about all of this extensively.  You can find more about this labor crisis that will only grow here:

    The Evaporation of Male Labor Force Participation

    What’s Affecting the Labor Force Participation Rate?

    We will still need (and there will still be a gap in) good leadership:  If you asked me at the beginning of 2026 what we would receive the most requests for this year, I honestly would not have said leadership training. Boy was I wrong.  We are getting a minimum of 1-2 requests a week for leadership training proposals, and I’m not talking about a one-and-done stab at leadership development.  I’m talking months and months of a willingness to invest in identifying and growing leaders.

    Driven by the first two above, the quality (and quantity) of good leaders will be needed.  And it will be about embracing authenticity, vulnerability, bravery, and courage. It will demand self-differentiated leaders. For more on this visit work done by Brene Brown and the late Edwin Friedman.

    And like we’ve often said, what got you here won’t get you there. Good leaders can be grown, but it takes training in a different type of skillset than being a good doer.

    With this in mind, we have launched the Doer2Leader Program to meet this demand that isn’t going anywhere.

    AI will continue to shape the workplace and the classroom: I used AI sparingly just a year ago. I use it pretty much every day now. My kids use it on the regular for school and non-school related things. How will it look in 15 years? I’ll leave that to the experts in the field to discern, but I know it will make an impact.  We will need people who know how to leverage constantly evolving technology wisely. I don’t think it is going to largely replace humans at work, or at least not to the extent that number two above won’t continue to be a problem.

    Education will continue to need to focus on in-demand skills, not degrees, but it will continue to need to help students know how to think, not just do:  It’s hard for me not to look at this from the lens of a mother instead of someone trained in organizational psychology.  Although I’m not sure of the means to get to it (and how the trends in school choice do or don’t impact it), I do know we’ve got to do education better.  We’ve made strides in the last fifteen years in resurrecting the focus on career and technical education. But, in my opinion, we still aren’t doing enough to integrate cross disciplinary instruction and thinking as well as character development into our educational pedagogy across the country.

    We are largely still asking kids to memorize things they can look up online, structuring classrooms like we did during the industrial revolution and failing to show students how to connect the dots across multiple disciplines, ideas, and basic life skills. Haves and have nots continue to be further divided based on who gets this type of learning in the home and who doesn’t.

    The “traditional” worker will shrink: Those who think and not just do will not stay in the “traditional” workplace. They will go out on their own and do their own thing or work for someone who will let them do so. They won’t be governed by corporate policy or the corporate grind and by work hours and mindsets that aren’t conducive to their lifestyle desires or pay systems that don’t reward them for their value and performance. Some will couch this along the lines of generational issues, but I think there is more to it than that.

    The best and brightest will leverage technology, interpersonal skills, and vision, and tell the workplace to peace out if it doesn’t get a grip with things mentioned above and the value they create. I am seeing this in droves now and it will continue.

    This will continue to separate the haves from the have nots (for which I am concerned) and place more of a demand on traditional employers and educators to figure out how to train and lead marginalized groups. This drives a set of challenges we’ve got to figure out as a collective how to address.

    The One Prediction I’m Confident Making

    I’ll be wrong and I’ll be right about some of these things.  But what I know for sure is we will have to keep innovating the workplace if we will continue to be relevant as a business and if any other organization will be for that matter.

    What are you expecting the future of work and the workplace to look like and how do you stay on top of the constant evolution?

  • The Leaders You Need Are Already Here

    The Leaders You Need Are Already Here

    Why Developing Emerging Leaders Matters Now

    The leaders you need may already be in your organization. They may not have a formal leadership title yet. They may be individual contributors, project leads, experienced team members, or newer employees who consistently show initiative, influence, curiosity, and trust. The challenge is not always finding leadership potential. Often, the challenge is recognizing it early and developing it with intention.

    Too often, organizations wait until there is a leadership gap before they start thinking about leadership development. Someone leaves. The business grows. A team needs a new supervisor. A high-performing employee gets promoted because they are great at the work. Then, almost overnight, the job changes. Success is no longer just about technical skill, individual productivity, or personal drive. Now, success depends on the ability to influence people, communicate clearly, coach performance, handle conflict, and make decisions that shape culture.

    That transition can be tough, especially when employees are expected to lead before they have been prepared to do so. Harvard Professional & Executive Development notes that emerging leaders need core management skills to drive organizational goals, foster innovation, build trust, and adapt to change. That is not just professional development. It is a business need.

    At Horizon Point, we believe leadership development starts by looking within. When organizations learn how to identify leadership potential and develop emerging leaders from within, they create continuity, strengthen culture, increase engagement, and prepare for future growth. They also send an important message to employees: we see your potential, and we are willing to invest in it.

    Leadership Development Should Be Customized

    In our work with organizations across industries, we see this over and over again: generic leadership programs rarely create lasting change. Organizations need leadership development that connects to their real business challenges, values, people, and future goals.

    For one organization, leadership development became a key part of succession planning. Horizon Point partnered with senior leaders to identify the competencies needed at different levels, clarify the talent pipeline, and equip current leaders to become more intentional career developers for others. The goal was not simply to “train managers.” The goal was to help leaders become active developers of talent throughout the organization.

    This aligns with guidance from the U.S. Office of Personnel Management, which describes succession planning as a systematic approach to building leadership pipelines, developing potential successors, and focusing resources on talent development. Leadership development is not separate from workforce planning. It is one of the ways organizations protect continuity, capability, and future performance.

    From Insight to Action

    We have also seen the impact of customized assessment and coaching work. In one engagement, Horizon Point helped design a customized 360 assessment aligned with organizational values and leadership competencies. The assessment data became the foundation for individual development action plans and succession planning decisions. Participants received coaching to understand their results, identify strengths and gaps, and create clear improvement plans.

    That is the power of a well-designed leadership development process. It provides both insight and action. Data without development can feel like a report card. Development without data can feel unclear. Together, they give organizations a practical way to grow people with purpose.

    The Center for Creative Leadership emphasizes that effective leadership development should connect to business strategy, include real-world application, and be reinforced over time. We see this in practice every day. The best programs give leaders space to practice, reflect, receive feedback, and apply what they are learning in real situations.

    What Environment Do You Create?

    One of the most thought-provoking questions we ask emerging leaders is simple: What environment do you create?

    Leaders may not be able to motivate people directly, but they can create the conditions where motivation, ownership, and growth are more likely to happen. They can clarify expectations. Build trust. Connect work to purpose. Give feedback in a way that develops instead of discourages. Manage different personalities, communication styles, and conflict responses. Make people feel seen, challenged, and supported.

    That is why leadership development must begin from within. It starts with self-awareness. Emerging leaders need to understand how their own habits, values, communication patterns, and assumptions affect others. From there, they can build awareness of the people they lead.

    Building Leaders from the Inside Out

    Every organization will face transitions: retirements, growth, restructuring, new markets, changing workforce expectations, and evolving customer needs. The question is not whether leadership gaps will appear. The question is whether the organization is preparing people now to step into them.

    At Horizon Point, we create and customize leadership development programs that help organizations grow leaders from the inside out. Sometimes that means designing a full leadership development or succession planning process. Sometimes it means facilitating existing curriculum locally with excellence and care. Sometimes it means assessment, coaching, train-the-trainer support, or workshops focused on the skills new leaders need most.

    Because when organizations develop emerging leaders with intention, they do more than fill future roles. They build stronger cultures, more capable teams, and workplaces where people and performance can grow together.

    To learn more about developing emerging leaders and building a strong leadership pipeline, explore these related blog posts:

    From Manager to Coach: Coaching Leadership That Builds Teams

    6 Steps for Choosing Leadership Training Content and 7 Recommended Frameworks

    Interested in developing emerging leaders within your organization? Explore our newly revised Leadership Development webpage to learn how Horizon Point helps organizations build leadership capacity, strengthen succession planning, and prepare leaders for future success.

  • Recognition Is Not a Perk—It’s a Retention Strategy

    Recognition Is Not a Perk—It’s a Retention Strategy

    At Horizon Point, we believe organizations don’t retain talent through compensation alone—they retain it through connection, purpose, and feeling valued. One of the most overlooked yet powerful drivers of that connection is recognition.

    In today’s labor market, where disengagement and turnover remain persistent challenges, recognition has shifted from a “nice-to-have” cultural element to a strategic imperative.

    The Link Between Recognition and Retention

    Research consistently shows that employees who feel seen and valued are significantly more likely to stay.

    • Employees who feel valued are 63% less likely to be looking for a new job
    • Well-recognized employees are 45% less likely to leave within two years
    • Organizations with strong recognition cultures experience 31% lower voluntary turnover

    These aren’t marginal gains—they represent meaningful shifts in workforce stability. When people feel their contributions matter, they are more likely to invest their energy and future in the organization.

    Why Recognition Works

    Recognition operates at the intersection of engagement, trust, and belonging.

    A large-scale study of over 25,000 employees found that recognition significantly boosts employee engagement and reduces burnout . Engagement, in turn, is one of the strongest predictors of retention.

    Recognition also builds trust in leadership and organizational fairness. Employees who receive authentic recognition are more likely to believe in equitable opportunities and leadership integrity —two critical components of long-term commitment.

    At a human level, recognition answers a fundamental question every employee is asking: Does my work matter here?

    The Cost of Getting It Wrong

    Despite its importance, recognition is often inconsistent—or absent altogether.

    • Only 22% of employees feel adequately recognized
    • Nearly 66% say they would leave if they felt unappreciated

    This gap creates what we often see in organizations: a “quiet risk” population—capable, experienced employees who are not actively disengaged but are increasingly open to leaving.

    When recognition is delayed or impersonal, it loses its impact. Timely, meaningful appreciation reinforces behavior and strengthens connection. Without it, organizations risk eroding trust and loyalty.

    Recognition as a Leadership Discipline

    Recognition is most effective when it is not treated as a program, but as a leadership habit.

    High-impact recognition is:

    • Timely – delivered close to the behavior or achievement
    • Specific – tied to actions and outcomes and the personal preferences of those being recognized
    • Authentic – genuine and aligned with organizational values
    • Frequent – embedded in daily interactions, not reserved for annual events

    Organizations that operationalize recognition see measurable results. Formal recognition programs have been linked to up to a 25% improvement in retention , while even simple, non-monetary recognition can significantly increase job satisfaction and loyalty.

    Building a Culture of Recognition

    Creating a recognition-rich culture does not require complex systems—it requires intentionality.

    Leaders can start by:

    • Equipping managers to recognize effectively and consistently
    • Equipping managers to know their people’s preferences so their recognition has meaning.  A good way to consider preferences is through tools like Appreciation at Work Languages. 
    • Encouraging peer-to-peer recognition, not just top-down praise
    • Aligning recognition with organizational values and behaviors

    When recognition becomes part of how work gets done—not an occasional initiative—it reinforces the behaviors and relationships that sustain performance over time.

    The Bottom Line

    Retention is not solved through policies alone—it is built through everyday experiences.

    Recognition is one of the simplest, most human ways to shape those experiences. It strengthens engagement, builds trust, and signals to employees that they matter—not just for what they do, but for who they are.

    At Horizon Point, we see recognition as more than appreciation. It is a strategic lever for building cultures where people choose to stay, contribute, and grow.

    And in a world where talent has options, that choice is everything.

    Like this post?  You may like this one as well: 

    https://horizonpointconsulting.com/?s=recognition

  • Building Career Paths That Keep Your Best People

    Building Career Paths That Keep Your Best People

    During an employment interview, the question, “Where do you see yourself in 5 years?” is almost always asked. It’s a great question—and an important starting point for building career paths for employee retention—but too often, it’s treated as a one-time conversation instead of an ongoing commitment.

    What would change if organizations didn’t just ask that question—but continued to revisit it after the employee is onboarded? That shift alone can make a significant impact on employee retention. Because the reality is this: employees want to know they have a future—and they want to know someone is invested in helping them get there.

    At Horizon Point, one of our favorite tools to use for this is our Leaders As Career Agents Form.

    Don’t Let the Conversation Stop After Day One

    The hiring process is full of meaningful dialogue about goals, growth, and potential. But once an employee starts, those conversations often fade.

    When that happens, employees are left to figure out their career path on their own.

    Instead, organizations should:

    • Revisit career goals early and often
    • Connect initial aspirations to real opportunities
    • Keep development conversations active—not annual

    When employees see that their long-term goals still matter after they’re hired, engagement increases—and so does retention.

    Make Career Paths Visible and Flexible

    Career paths shouldn’t be rigid ladders—they should be dynamic and adaptable.

    Employees need to see:

    • Multiple ways to grow (not just promotions)
    • Clear skill-building opportunities
    • Real examples of internal movement

    Revisit the “Where do you see yourself in 5 years?” question regularly. Goals change, and career paths should adjust accordingly. And, check out 4 Ways to Get Unstuck with Professional Development for more ideas from HPC.

    Here’s an example:

    Maria joined a manufacturing company as a process engineer and shared her goal of leading improvement initiatives. Her leader revisited that goal after onboarding, mapped a clear path, and provided mentorship, project ownership, and regular check-ins. Within two years, Maria was leading key initiatives—and stayed—because she could see her future and felt supported in getting there.

    The Bottom Line

    Building career paths isn’t just about development—it’s about employee retention.

    When organizations:

    • Continue the career conversation beyond the interview
    • Equip leaders to act as career agents
    • Align employee growth with business goals

    They don’t just develop their people—they keep their best people.

  • From Manager to Coach: Coaching Leadership That Builds Teams

    From Manager to Coach: Coaching Leadership That Builds Teams

    Many people have stepped into management because they were great at doing the work.

    They were strong individual contributors. They solved problems quickly. They delivered results.

    So when they become managers, they often continue doing what worked before. They direct tasks, answer questions, and step in to solve problems.

    But this approach can create an unintended challenge.

    When managers remain the primary problem solver, team growth can stall. Over time, employees begin to rely on the manager for answers instead of developing their own solutions. The leader becomes a bottleneck rather than a multiplier.

    This is where the shift from manager to coach becomes powerful.

    Instead of focusing primarily on directing work, coaching leadership focuses on developing people.

    When leaders develop people, teams become stronger, more capable, and more engaged.

     

    The difference between managing and coaching

    Research from the Society for Human Resource Management (SHRM) highlights that coaching leadership strengthens employees’ problem-solving ability and builds long-term capability rather than reliance on direction from their manager.

    In other words, coaching leaders do not just solve today’s problem. They help employees learn how to solve the next one. Over time, this shift creates stronger and more capable teams.

     

    Why coaching leadership matters

    Research summarized by the National Institutes of Health indicates that supportive leadership and developmental feedback are linked to higher employee engagement and improved performance.

    Similarly, research shared through the American Psychological Association connects regular feedback and developmental leadership practices with improved workplace well-being and productivity.

     

    Four ways to start coaching your team

    1. Ask more questions than you answer. When employees bring a challenge, ask questions that help them think through the issue and build ownership of their work.

    2. Focus on development, not just performance. Make space for conversations about strengths, growth opportunities and future goals.

    For more ideas, see Horizon Point’s 4 Ways to Get Unstuck with Professional Development

    3. Provide feedback regularly. When feedback is clear and timely, employees learn faster and gain confidence in their progress.

    4. Create opportunities for reflection. Ask employees what worked, what could improve and what they learned from the experience.

     

    Building developmental teams

    The goal of coaching leadership is not just stronger performance today. It is building developmental teams where people continually grow their skills, confidence, and leadership capacity.

    Managers get work done through people. Coaches develop people who can get the work done.At Horizon Point, we help organizations strengthen leadership capability through leadership development programs, coaching engagements, and organizational consulting.