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.

  • How Can Assessments Benefit You & Your Team?

    How Can Assessments Benefit You & Your Team?

    I spoke with a young man recently who was in limbo regarding his career path. He had completed his bachelor’s degree and wasn’t sure where to go from there. He was in need of a little affirmation and direction. After our initial conversation, we started with an interest inventory. It confirmed the initial career path he had always considered. He had gotten a little side-tracked and just needed some assurance of his path and next steps. After we discussed the assessment results, I provided the next steps and contacts to set up appointments for his continuing education to pursue his dream job.

    Assessments are a great tool for providing insight and direction for individuals of all ages who are unsure of career direction. Interest inventories, skills assessments, values-based assessments & even personality assessments can be valuable in assisting students and adults with career development and career decisions. There are so many options out there. Here are a few free options I use often:

    1. Interest: My Next Move 
    2. Personality: 16 Personalities 
    3. Values: Work Values Matcher 

    Check out these articles for more insight into assessments & their value:

    Your Guide to Understanding Career Assessments (via Indeed)

    Reasons to Learn More About Your Personality Type (via Very Well Mind)

    Clarifying Your Work Values Leads to Job Satisfaction (via The Balance Careers)

    Assessments can be used in many other ways – hiring, team building, discovering leadership potential, and the list goes on! Did you know we offer assessments at Horizon Point? We can help you with career direction, hiring for fit, building your team as well as identifying and coaching your high potential employees. Let us know if we can help!

  • 4 Reasons for the Gap in Women Leaders and 4 Things to do to Address It

    4 Reasons for the Gap in Women Leaders and 4 Things to do to Address It

    “You mean there has never been a girl President?” my almost ten-year-old son asks.   

    “No.”  I say. 

    “And there has never been a girl Vice President?” he inquires.  “Until now?” 

    “Yes.”  I say.

    “Well, Paigey could be either one day.”  

    And he turns his attention to something else.

    His matter-of-fact way of stating that his sister- or any girl for that matter- could be President or Vice President of the United States just makes sense to him.  In his frame of reference, there never having been one is what doesn’t.  

    But the realization that something just doesn’t make good sense, is different from understanding what causes it. And understanding causes and how they are all interrelated may begin to chart a different path forward. 

    I’ve been spending a lot of time lately, due to some work we are doing, delving into the research as to why there aren’t more women in leadership roles.  Some of it may make total sense and some of it may surprise you: 

    1. Cultural norms about gender roles:  From what a male and female’s role is inside and outside of the home, cultural norms play a role in explaining why women are not as prevalent in leadership roles.  This includes what research cites as a “masculine construction of management”, a trend of backlash in women working outside the home and parenting trends (see Celeste Headlee’s book Do Nothing for a fascinating summary on this), and norms on what fields of study are appropriate for women are all encompassed in this reason. Also related is the changing, yet still very real fact that in general, women spend more time than their husbands caregiving and on household chores. Part of these mindsets stem from very real biological differences and part of it is just learned norms, plain and simple. 

    In addition, there is a significant amount of research published relating to the norm or standards for how a woman, particularly a female leader, should behave.  Women have to walk a fine line of not being seen as too feminine or too masculine when it comes to leading, much more so than men.  

    2. Discrimination against women:  The fact that women leaders have to tread a finer line in standards or norms of behavior than men can extend into a hostile environment where women constantly have to prove themselves more than men do. Research in this arena also shows that in some cases, women are viewed as less competent than males simply because they are female, leading this to fall into the category of discrimination.  Issues with harassment lie in this category.  Sometimes this behavior is overt and sometimes it isn’t.  It is becoming less so. 

    3. Systematic issues:  Most noted in this category in the research literature is the fact that less developmental and fewer mentoring opportunities are given to women.  Many top leadership roles require, and rightly so, experience with what the research calls “line” roles, meaning operational roles where there is responsibility for P&L.  Women are less present in these types of roles.  Women are more prevalent in roles that are not line roles and in fields that do not track towards these types of roles or leading in them. 

    4. Women not having a desire to lead.  I have heard this one a lot.  I hear it more from men than I do women.  The research evidence points to the fact that the barriers or issues listed in the first three here are probably more of a cause in women not having a desire to lead and this is the effect.  Whether it is women experiencing more stressors in balancing the demands inside or outside the home, what they’ve been “taught” are roles that are acceptable or not acceptable, or constantly having to deal with the stress of proving themselves, women opt out of pursuing leadership roles. 

    Knowing some key issues may help us address them.  What can or should be done?:

    1. Modeling different norms.  My son seeming it bizarre that no woman has ever led the country he lives in may be because he sees girls leading all around him.  And seeing more men assume caregiving and household responsibilities impacts this as well.  Maybe his world view, and that of the peers of his generation- particularly of boys- finding it strange that there aren’t as many girls as boys in leadership roles, politics or otherwise, may be a leading factor in changing the trajectory of women in leadership.   You’ve got to see it to believe it is probably very true in this case. 

    2. Calling out double standard behavior and expectations.  Since most of the discrimination issues cited in research literature stem from women being treated differently than men based on behavioral expectations, the awareness of this will hopefully allow people to champion consistent expectations while recognizing the unique talents and skills, and personality that each person (regardless of gender) brings to the table.  When comments or decisions aren’t made in reflection of this awareness and recognition, then the behavior or decision should be called into question.  

    3. Providing focused and specific developmental and mentorship opportunities.  Specifically, women need to be put in roles where there is P&L responsibility and mentored by people who have these responsibilities. Companies that have clear plans and avenues for women to track into these opportunities will help breakdown systematic barriers by giving women the exposure and the experience needed for senior leadership. 

    4. Taking the focus off gender (or any other characteristics that separates for that matter).  This may seem surprising to see in a post that thus far has been all about gender differences in perceptions, reality, and outcomes, but at the end of the day, people need to be leaders because they are leaders.  Focusing on promoting individuals that have both the skill and will to lead, regardless of gender, by providing equal opportunities to gain the skills needed, and the removal of barriers limiting the desire to lead is imperative for all of us.  I owe this to my daughter, but I also equally owe it to my sons.  What should build up one needn’t need to tear down or penalize the other. Doing so penalizes us all in the long run.  

    For more information and further reading on this topic, including citations for various research summarized here, you might want to check out: 

    Women, Employment and Organizations

    Do Nothing

    Women and Men in Organizations: Sex and Gender Issues at Work 

    The Women’s Leadership Gap

    Like this post?  You may also like: 

    7 Things to Consider in Wage Fairness
    All the Hype on Equal Pay. My Short Opinion.
    Women, Stay in the Room!
    Are There Differences in What Women and Men State as Career Needs and Goals?

     

  • 3 Things Business Leaders Can (and Should) Do to Help Marginalized People

    3 Things Business Leaders Can (and Should) Do to Help Marginalized People

    This year, I have the opportunity to take part in Leadership Greater Hunstville. This program focuses on educating and equipping business leaders to also be community leaders through intense exposure to all facets of the community.

     “Human Services Day” took place this week.  It focuses on understanding the needs of the community and the not-for-profits that help meet these needs, many of which focus on helping marginalized people. The day began with a poverty simulation (CAPS), and we spent most of the afternoon hearing from a variety of not-for-profit entities in the community.  One of the not-for-profit leaders participating said that there are estimated to be between 1600-2000 not-for-profit organizations serving the community in just Madison County which currently has a population of around 375,000 people. 

    I was shocked by this number. I was also shocked at how little was said about business leaders/employers doing what employers should do best- employing people- to combat the systematic issues in the community that many of the not-for-profits we heard from sought to address.  It seemed like that focus was on the business community giving the nonprofits money and possibly volunteer hours.  What about providing meaningful employment and living wages? 

    I think business leaders can make one of the biggest impacts on marginalized individuals by focusing on employment and employability.  This should create a sustainable and far-reaching impact.  

    Here are three things to consider in doing so as seen through quotes of leaders that have spoken to us throughout the Leadership Huntsville experience: 

    1. “Get in the arena.” First, hire people on the margins. Whether it be someone with a physical or mental disability, someone with a criminal record, the single mom that has been living in generational poverty, or the veteran, etc. make an active effort to connect with these individuals and meet them where they are to offer employment. 
    2. “Breaking down barriers is the role of a leader”.  There are multiple barriers that prohibit marginalized people from getting employment and sustaining it.  The poverty simulation we participated in placed a large emphasis on the barriers of transportation and childcare.  My role in the poverty simulation was that of a 20-year-old mother of a one-year-old trying to go to college and work part-time.  Due to the fact that childcare for a week cost more than I could make part-time in a week, I was “forced” to leave my one-year-old with my nine-year-old brother in order to go to work and not have to pay for childcare.  In a world where I actually have a one-year-old son and nine-year-old son, I would never leave my nine-year-old to have to keep my one-year-old while I worked, but I don’t have to worry about earning enough money to feed them both.  What would you do? As business leaders, we need to think long and hard about how we can address these barriers and examine what role providing living wages plays in this. 
    3. “Think to ask. You need to know the story to lead.” Breaking down these barriers requires a knowledge of the barriers and understanding that, yes, sometimes poor choices have created those barriers, but also many barriers go well beyond issues of choice and behavior.  Provide compassion and empathy to those you employ and seek to employ by asking what challenges they face and why. Then help connect and provide resources to address the issues.   Sometimes the help to address the issues is simply an understanding of the issue.  I’d encourage all business leaders to find a way to connect with someone who is a part of the marginalized population and spend regular (weekly) time with them one-on-one.  You’ll learn a lot and grow a lot as a leader. 

    As the founder of Manna House told us to kick off the day, “God didn’t ask me to quit this to do that,” speaking of her experience to continue to work full-time as a government contractor and open Manna House to help address food vulnerability in the community.   Her story was impactful.  My hope is business leaders realize they don’t have to quit their day job to impact the most pressing issues in our community.  In fact, their day job is probably the best way to address them through an effort to hire and retain people on the margins, providing meaningful work and living wages.   I would dare to say we’d need a lot fewer non-profits and a lot less government programs if we all did this. 

     

    How are you making an impact through your business leadership? 

  • Are Your Employees SAD? How to Help Employees Who Struggle with Seasonal Affective Disorder

    Are Your Employees SAD? How to Help Employees Who Struggle with Seasonal Affective Disorder

    It’s that time of year. The weather is changing, the leaves are falling, and you’re SAD. But you’re not alone. Nearly 10 million Americans suffer from Seasonal Affective Disorder. While SAD is most prevalent in those ages 18 to 30, it can affect anyone, and the effects are different for everyone. 

    Symptoms of SAD include: 

    • Fatigue
    • Loss of concentration 
    • Insomnia/Inability to wake up
    • Mild to severe depression
    • Weight loss/gain

    Employers may see these symptoms in the form of attendance issues, decreased productivity, mistakes in work completed, or a lack of concentration in meetings. Your initial reaction may be to consider disciplinary action, but before you do, consider the behaviors you’re seeing. Are these recent changes to an otherwise well-performing employee? If so, did these changes occur around the change of the season? While SAD affects most people in the cold weather seasons, some individuals do suffer SAD in the warmer season as well. 

    So how can you help an employee who may be suffering from SAD? 

    • Utilize your EAP. If your organization provides employees with an Employee Assistance Plan, now might be a good time to remind employees of this benefit. Send out a communication to all staff reminding them of the EAP benefit and the services it can provide to them. 
    • Up the lighting. Take a look around your facility at the lighting. Are all areas well lit or does your office exude that dim ambiance? While dim lights might be preferred in the summer months, you might want to turn up the lights in the cooler months. 
    • Encourage employees to get outside. If your office is in a great location for walks, encourage your employees to take advantage of that and get moving outdoors. Consider forming a walking team that meets daily to get outside and walk for 15-20 minutes. Think about setting up a basketball hoop, volleyball net, cornhole, or other outdoor activity to encourage employees to get outside during their breaks or lunch. 
    • Talk more. Check-in with your employees more often, just stop by to say hi and see how they’re doing. And be an active listener. If you listen, you may read between the lines that they aren’t as okay as they say they are. 
    • Offer flexibility. If possible, consider a more flexible work schedule. That may include shifting your hours and letting employees arrive a little later or it may mean allowing affected employees to work from home on their bad days. 
    • Offer up FMLA and/or ADA. Understand that while most people who suffer from SAD are able to struggle through, some aren’t. In some cases, SAD can be debilitating and lead to severe depression. In these cases, employees may need and qualify for FMLA and/or ADA accommodations. 
  • Is Employment Really At-Will?

    Is Employment Really At-Will?

    One of the questions I often help employers work through is can they terminate an employee. And too often I hear “But we’re in an at-will state” or “we’re an at-will employer”.

    At-will employment is often misinterpreted to mean that an employer can terminate an employee whenever they please, and while at-will employment policies do state that the employee or employer can terminate employment at any time, with or without cause, and with or without notice, there are limitations to that on the part of the employer. 

    First, all states are at-will employment states. Some states have added legislation that further limits the bounds of at-will employment, but the overall objective is the same. 

    So what does at-will employment really mean? 

    Yes, employees can resign their positions at any time, with or without notice, and with or without reason. And yes, employers can impose penalties if employees do not give notice within the limits of federal, state, and local laws, such as setting a vacation policy that requires 2-weeks’ notice to receive a payout of accrued, unused vacation time upon termination. And yes, if an employee gives a 2-week notice, the employer can opt to take that notice effective immediately, and it’s still considered a voluntary resignation. 

    But what at-will employment does not mean is that an employer can terminate employment with or without notice, and with or without cause, if doing so violates other employment laws. 

    When reviewing an employer’s request to terminate an employee, there are a few things that I take into consideration:

    1. Is the employee in a protected class? For example, are they female, are they over the age of 40, are they a minority, are they disabled?
    2. What is the employer’s reason for wanting to terminate employment? Are there performance issues and if so, have they been addressed with the employee, and has the employee been given the opportunity to improve performance? And have those performance issues and conversations been documented? Is it an attendance issue? Is there documentation of poor attendance and disciplinary action for violation of the attendance policy? Is there a written attendance policy? 
    3. Is the termination a layoff? If so, is it truly a layoff or is the employer using that reason as means to get rid of an employee they just don’t want? While there are no legal limitations on how long a position must be vacant in order to constitute a layoff, the adhered to standard is six months unless there is a significant change in business. If an employer lays off an employee and refills the position in 2-3 weeks, chances are it wasn’t really a layoff but an excuse to terminate an employee they didn’t want. 
    4. Is there an employment contract that impacts Employment-At-Will? Employment contracts are a legally binding document that outlines the terms of employment, and often includes the length of employment under the contract and penalties for terminating the contract early, both for the employee and the employer. Such contracts may create limitations to employment-at-will.  
    5. Would a judge find this termination justified? If an employee were to file a lawsuit for wrongful termination, how would a judge see it? Have I as an employer covered all my bases to make sure the termination was within the law? Documentation is critical to this decision. If an employer wishes to terminate an employee, they must be able to show justification for that decision. 

    Employment-at-will is not a free pass to terminate employees “just because.” The employer is still responsible for ensuring that the termination is justified and within the limits of federal, state, and local laws.