Some organizations have

adapted and are leaping for-

ward. Look at Target for

instance. Five years ago they

were not even close to the

organization they are today.

Why?

Look at the image they have

put in front of us. We use to

say ―Chet Target‖ to make

the store sound sheek and

cool. Now when you visit Tar-

get there is no need to make

it cool, because it is! They

adapted to the climate that it

was given and updated the

clothing designs brought in

the colors and styles of main-

stream fashion for everyday

life.

Companies looking for top

talent to help their organiza-

tions develop and move to

the next level have identified

and developed the key com-

petencies and behaviors for

their success. To be consid-

ered you must demonstrate

these abilities to adapt, and

be able to adapt quickly by

reading these changes before

you are told that something

may come down the line.

I was recently told by a close

friend that they were laid off.

While others were shocked

this person indicated that

they were observing the be-

haviors of the executives and

that of the industry and began

making plans two months

prior. This person was able to

adapt and was prepared when

the notice came.

Darwin (cont. from page 1)

hancement of tasks and op-

erational functions you need

to ask yourself the following

questions so you are pre-

pared when the challenges

are ―over‖.

Will your organization

place its current talent at

risk?

If so, at what cost? Will

you have the talent to

operate the enhancements

if your organization did

not focus on developing

them?

Will the enhancements be

viable once complete and

even yet, if the challenges

continue who will be mak-

ing these enhancements to

operations if the organiza-

tion has not concentrated

on developing the internal

talent and future leaders?

This is contingent on the

assumption the organiza-

tion can retain the top

talent.

Is it the functions of the

business that drives busi-

ness or the talent within to

perform the tasks that

drives the business?

Why do organizations rou-

tinely go to the operational

functions and not the talent in

times of ―crisis‖ to seek a

solution?

In these difficult and challeng-

ing times is it your organiza-

tions’ best interest to survive

or to succeed? Before you

answer that question imaging

if you will, you are lost at sea.

No boat, no life vest, just you

and the open sea.

2009 Focus (cont. from page 1)

Smaller organizations are

indicated as focusing on En-

hancing Operations (62%),

Improving Employee Develop-

ment (25%) and Retaining

Top Talent (12%).

According to these observa-

tions, smaller organizations

are 3 times more likely to

focus on operational enhance-

ment than that of enterprise

organizations however, enter-

prise organization are 2.5

times more likely to improve

employee development than

that of large organizations.

Should your organization

chose to focus on the en-

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72%

The percentage of

people who

reported being only

somewhat satisfied

or extremely

dissatisfied with the

performance

appraisal process.

Curing What Ails

Performance

Reviews; HR

Magazine 01/2009

40%

16%

25%

20%

20%

12%

20%

8%

0%

20%

50%

62%

0% 10% 20% 30% 40% 50% 60% 70%

Enterprise

Large

Small

Enhance Operations

Retain Top Talent

Recruit Top Talent

Improve Employee Development

Do you choose to tread water

and wait for someone or

something to save you? Or do

you make an observation

about where the clouds are,

which way the wind is blow-

ing, and look to see if there

are their birds around? Do

you pick a reference point

and start swimming?

You achieve success stroke

by stroke minute by minute.

And if you get tired by one

type of stroke, you change to

another stroke using different

muscles, always looking at

that reference point, making

observations, and changing

how you get to that point.

This takes TALENT and you

are saved by finding land or

finding someone to complete

your journey home. This is

succeeding.

Treading water gets you no-

where and you are only as far

as when you first got into

trouble. It may buy you one

minute, one hour, or one

more day. You may have

enhanced how you tread wa-

ter to stay afloat a little

longer but you did not go far

and you are left hoping you

get saved. This is surviving.

Now what is your answer?

Survive or Succeed?

You chose succeed; GREAT!

Let’s look at your talent and

build from there!

Identify your top talent

Assess their strengths

(what is your organization

capable of right now?)

Make observations of

your surroundings; what is

the business climate for your

industry? Are there gaps

within your organization?

What natural strengths does

your organization possess?

What tools and resources do

you currently have, use and

don’t use? Are there gaps in

your industry that you can fill

with your organizations’ top

talent to take advantage of

the marketplace?

Develop and communi-

cate a reference point for the

organization. Include the

organizational assessment

(current situation) of where

your organization sits. De-

scribe how and why the or-

ganization is going to ―swim‖.

Develop and maintain a

consistent accountability to the

reference point. Everything and

anything the organization does

must be measured to the refer-

ence point.

Consistently review the pro-

gress of your organization’s

strokes and regularly assess

the need to change the type

of stroke with another talent

group. Enhancements be-

come a result of change;

not the means to change

the results.

When organizations take this

approach to addressing our

business challenges we inher-

ently develop our talent and our

future leaders strategically as

well as directed to one focal

point; whatever that may be.

development professional Ex-

perience in mortgage, banking,

and finance. Troy is a motivated

self-starter who generates re-

sults.

Shelley– Great graphics

designer with excellent

management experience

coaching and developing

employees.

Employer Listing:

Total Long Term Care—

Looking to fill a multitude of

We consistently run into

excellent jobseekers and

great positions with great

companies that we will peri-

odically post in the newslet-

ter a appropriate. Contact

us for more information on

seekers or jobs.

Candidate Listing:

Aimee — Experienced PHR

certified HR Professional looking

for an HR Assistant role.

Troy— Dedicated business

positions from RNs, Medical

Records Technicians, Physical

Therapists, Vice President of

Marketing and Development,

Medicaid Rep, Home Care CAN

and an Administrative Assistant.

Total Longterm Care has many

facilities throughout the Denver

Metro Area. If you would like a

copy of the entire list for the

week of 2/16/09 please e-mail

Jon Drogheo and consider it on

the way!

Focus 2009 (cont. page 2)

Jobseekers & Employee Hunters

Volume 1, Issue 2

Whether you are looking for

a job or qualified candi-

dates, contact HRPartner

Consulting for free notices

80%

Percent of

Organizations

that believe

the Economic

instability/

uncertainty

poses by the

current down

tern is the

Top External

Pressure on

business.

Aberdeen Group

“Driving Business

Execution and

Employee Engagement”

December 2008

mailto:[email protected]?subject=Total%20Longterm%20Care%20Weekly%20Job%20List

Should we not be able to fulfill on a re-

quest we will do our best to provide an

alternative source to meet your goals and

needs.

HRPartner strives to provide best in class infor-

mation, resources and advice to you; our clients,

readers, and information seekers.

To meet this goal we need your participation in

providing us feedback, content suggestions,

stories about your practices that you believe

would be valuable to our readers. We are making

improvements to this newsletter daily.

You may send comments or suggestions to Jon at

[email protected] or click here

to be taken to our quick survey about the news-

letter.

We appreciate any and all feedback that is sub-

mitted. We will do our best to meet your needs

while keeping them in line with HRPartner Con-

sulting’s business goals.

Feedback Rules!

Phone: 303.808.8240

E-mail:[email protected]

Special Thanks to Shawn

at Café Caliente for

hosting Caffeinated

Connections on February

20th, 8-10 AM

Jon Drogheo is a Certified Human

Resources Professional with a Mas-

ters Degree of Education and Human

Resource Studies in Organizational

Performance and Change from Colo-

rado State University. Jon has an

extensive Human Resources back-

ground with organizations such as

Pitney Bowes, TIAA-CREF, New

Global Telecom, and Nextel Commu-

nications.

Jon’s extensive background in devel-

oping employee engagement initia-

tives, career development models,

management and leadership devel-

opment, performance measure-

ments, talent acquisition initiatives,

and organizational change initiatives

are the foundations of his human

resources consulting experience.

Jon has appeared for speaking en-

gagements for the National Society

of Hispanic MBAs—Denver Chapter,

Jobing.com, Society of Hispanic HR

Professionals, Montana Credit Union

Network Conference, Westwood Col-

lege, DeVry University, Doane Col-

lege and Lee Hecht Harrison–Active

HR Group and the Credit Union As-

sociation of Colorado’s Annual Con-

ference to name a few.


Our Mission: To provide expert Human

Resources information, education and support

to employers and employees for lifetime

business sustainability and growth.

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partner connect february 2009 newsletter

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