5 Tips to Help You Create Development Plans

5 Tips to Help You Create Development Plans

I came across research commissioned by Middlesex University for Work Based Learningthat found from a sample of 4,300 workers, that 74% felt they weren’t achieving their full potential at work due to lack of development opportunities. While this research included workers form a variety of industries, my own conversations with customers and industry leaders indicate a similar failing where project-focused businesses are concerned. Development really should be at the very center of any human capital management strategy – instead we see investment in recruiting without an equal investment in the initiatives that will keep those key leaders and star project players at the top of their game and driving successful outcomes.

Think about it. By acting on a development plan you can impact everything from productivity to the billing rates of your employees. For example, if one of your growth plays includes diversifying your revenue streams by pursuing different types of projects, your development plans should be preparing your employees to meet the new and unique needs of those different contracts.

Want to have a serious impact on your organization? Development plans, when leveraged consistently, can help you to:

  • Facilitate alignment between your business goals and employee performance and growth
  • Prevent stagnation in your workforce, which results in increased employee engagement AND improved client satisfaction
  • Identify the key strengths (and weaknesses) of your employees and course-correct to utilize those strengths or address the gaps
  • Gain the competitive edge that you need to win the next contract or project by keeping your workforce on the cutting edge of your industry
  • Attract even more great talent by cultivating a development culture that helps establish your employer brand in the talent marketplace

Let’s assume for a second that you’re convinced, how and when do you start creating and implementing development plans? In short, the day your employees walk through the door for their first interview. After all, you learn key information that can help inform the earliest version of a new hire development plan during the interview process, so why wait?

It’s not as difficult as you might think to get started and the pay-off will be significant. Here are 5 tips to help you kick off the process:

#1 Define (and understand) your business strategy

Whether your business is in a growth phase or is staying relatively stable in size, there are always firm-wide strategies that require employees to stay at the top of their game. Understanding those plays is an important piece of implementing a development planning process for your employees. Aligning strategy with employee development offers a much higher return on your investment and prepares the workforce for the known challenges coming their way.

#2 Get to know your employees

You took the time to define what the business needs from its workforce, now it’s time to talk to your employees. Learn what your employees want from their careers. Take the time to objectively assess (and understand) you employees’ skill level and career aspirations. No assumptions. A star project player may seem like a logical project manager, but maybe they would rather stay an individual contributor. Gaining a basic understanding of who wants what on your team can go a long way toward building development plans that make sense for the employee AND for your business.

#3 Identify potential (and readiness)

Once you understand what types of roles your employees want to move into, it’s time to assess whether they are ready for their next step. Readiness is about more than general skills and experience. Every seasoned manager had to start somewhere, but I think most of us would admit that those first couple of years as a manager were some of the most difficult. A dose of humility and a growth mindset are also important indicators of readiness when it comes to moving an employee into a leadership position for the first time in their career, for example.

#4 Development is about more than certifications

Many of the industries we serve have very credentialed workforces, so tracking and maintaining the certifications, licenses, and even security clearances needed can be a handful. Regardless of tenure, career path, or level within your business, your employees need so much more than certification tracking. Start your development plans during onboarding, and leverage them throughout the employee life cycle to address gaps, and to prepare employees for stretch projects and growth.

#5 Create plan, measure success, adjust and repeat

A development plan is not a static thing. It is absolutely NOT something that you create once and leave on a shelf for the remainder of the employee’s tenure with the company. Development plans should be fluid and reflective of the changing needs of your employees. If you are executing your development plans, than your employees are constantly growing out of them. That is as it should be. As an employee progresses, their aspirations may change and the skills and competencies required for advancement may change, too. Be prepared to keep that dialogue open and continuous; then adjust and repeat the process.


Development plans aren’t just about creating leaders; they are about supporting your employees in their own aspirations and providing a framework that makes them successful. The success of your employees is your success. As your employees mature in their roles and feel your support, they’ll take on those stretch projects and become even more skilled. You’ll end up with a culture of development; a workforce full of people with a growth mindset. You will have cultivated the leaders, the innovators, and the integral contributors your company needs to build a long-lasting legacy of growth.

Under-Utilized Features: Employee Recognition , 360 Reviews, and Project Appraisals

Under-Utilized Features: Employee Recognition , 360 Reviews, and Project Appraisals

As a part of our underused Talent Management features series, we wanted to highlight some of the different ways you can recognize the accomplishments of your employees. In this post, we will walk through three underused Talent Management features: Employee Recognition, 360 Reviews, and Project Appraisals. Each of these features makes it easy for you to recognize your employees and for your employees to recognize each other.

We often talk about the modern workforce in our posts, but I think the desire for recognition is pretty universal. Your employees want to feel like they are contributing to your business and they want to know that they are having a positive impact on their colleagues. It can be difficult to find the time to create these types of programs and that’s why we’ve built features into Talent Management to help you create a positive culture of recognition and collaboration. If you’d like to learn more or see these features in action, check out our recent demo called “Give Employees What They Crave: Recognition.”

#1) Employee Recognition

Within Deltek Talent Performance, employees can submit recognition for other employees in the organization.  The employee giving recognition can provide information by selecting “create new employee recognition” and inputting information for one or more employees. They can include specifics about the situation and the skills and competencies that the employee or team demonstrated.

Once employee recognition has been given, the employee who gave this recognition can see the feedback they’ve given and received, and can drill down to view the details of each entry.  This screen lists recognition created by the logged in user, as well as recognition submitted by other employees to recognize the currently logged in user.

employee recognition tool screenshot

Employees can view the feedback they have given and received

When the entry is submitted, an email notification is sent to the employee being recognized, his or her manager, and the user who submitted the entry. Additionally, both the manager and employee can access recognition as a part of the employee’s performance review.

preview company appraisal screenshot

Include Employee Recognition entries in performance discussions

#2) 360 Reviews

Another way to collect information is through the use of 360 appraisals. These reviews expand the performance process from managers/team leads and employees to others who have information about the employee’s performance (both inside and outside of the organization). Managers can easily launch a 360 using a workflow template and choose who the feedback will be requested from.

new 360 assessment screenshot

360 Reviews are easy and intuitive to launch and use

If you enable the option, employees can also recommended others they would like to participate. It is also possible to keep the participants anonymous in the employee’s view. Once all participants are confirmed, the manager can review and advance the 360 to the next phase. At this point, participants in the 360 receive an email notification with a link to the solution to complete their task.  They are able to review the items included in the form, as well as provide comments where applicable.

As participants complete the review, managers can view who has/hasn’t completed their tasks.  They can drill-down into each completed review to see individual responses.  They also have a summary view available to them to see results side-by-side.

step 2 of 360 assessment wizard screenshot

All completed 360s are stored within the employee’s past appraisals section

Additionally, a project team lead can launch project 360s for members of the project team. External participants (such as the client they worked with) can also be included to obtain feedback on project delivery. Reports on 360s are also available, making it easy to see what feedback is being captured.

#3 Project-Based Appraisals

What can you do to make sure that the feedback you’re providing your employees is both timely and relevant? One answer may be at your fingertips. There are many different ways to manage employee performance, ranging from annual performance reviews to continuous feedback sessions. Deltek’s strong focus on projects means we also provide project-based appraisals for your project team members. This makes it easy to involve project managers in the review process and solicit feedback on employee performance at the end of projects they are engaged in.

Within Talent Development, project teams can be added and team members and a team lead established.

project team for business process improvements screenshot

As a part of the project team, performance reviews can be launched for team members by the team lead.

Project reviews can include goals, competencies, achievements, and other components. These components are then available for review and scoring by the team lead. This means your employees are getting relevant and timely feedback that can be immediately applied to their next project. You will create a culture of performance and recognition while helping your employees to develop and advance more quickly.

If you are looking for ways to drive employee engagement and improve performance across your project teams, then you’ve found a great place to get started with these features.

The three features discussed here are easy to use and easy to implement.  Make sure to subscribe to hear more about ways you could be leveraging your Talent Management solution more fully.

Quick Tips for Implementing Continuous Feedback

Quick Tips for Implementing Continuous Feedback

team members discussing work underneath bright open window

 We get a lot of questions about engaging and retaining talent and in particular, millennial talent. Taking a good look at your performance management process can be a great place to gain some ground with your younger workers. A renewed focus on meaningful and timely feedback can go a long way toward improving your firm’s appeal to this generation. Keep in mind, however, that the desire for impactful feedback does not exclusively belong to a particular generation. All of your employees will benefit from continuous feedback cycles.

Getting started with continuous feedback can be overwhelming, especially since it is often a big departure from more traditional methods of managing performance. That being said, it’s also a very worthwhile investment whether you pair continuous feedback with existing appraisal cycles or switch to an entirely different methodology for managing performance.

Your organization, like many, may use one-to-one sessions informally, but you could be missing the opportunity to realize the results and outcomes typically associated with continuous feedback cycles. Detailed records and notes can help both managers and employees stay accountable to one another and drive even greater goal achievement. The ability to easily recall and refer to previous conversations can make a huge difference to employees and managers in the middle of an appraisal cycle. When you utilize the continuous feedback capabilities in Deltek Talent Management, you will have this information at your fingertips.

Continuous Feedback Records in Brilliant Talent Management allow you to refer to previous discussions.

Managers and employees can both view details and notes from prior sessions.

With this in mind, let’s take a look at some best practices to help you take your first big steps forward. An initial focus on training will set your organization up for success by ensuring that both managers and employees understand the short- and long-term purpose of feedback sessions. Since most of the work will happen between individual employees and their managers, it is especially important to create some excitement and buzz around this new methodology.

Here are 5 key points to emphasize when you begin training your workforce to implement Continuous Feedback:

  • There should be clear reasons why the meetings are being held
  • Create an agenda and set goals for the meeting
  • Never meet just for the sake of meeting or to check a box 
  • Keep employees engaged by asking them to drive
  • Give employees some control over their goals, development, and outcomes

Deltek Talent Management can enable both the preparatory steps and the effective execution of continuous feedback sessions. Managers will be able to schedule and add notes or files with the solution to allow the employee to prepare for the upcoming session.

Sessions can be scheduled, accepted, or declined within the solution. Add notes when the session is created to help both parties prepare for the meeting.

When a session is taking place, start by reviewing the purpose of the meeting, along with prior meeting notes, keys wins and noteworthy challenges since the previous meeting. Spend some time on progress toward development and goals that have been previously established. Part of this discussion may focus on past concerns, issues and lessons learned, but the larger focus should be around how to move forward, and what future goals should be.

Look to new project assignments for opportunities to create future goals that stretch performance to a new level. Also, take the time to understand where the employee wants to go in the organization. Are there ways that current or future projects can help prepare the employee for a new direction or even a new role in the organization? At the end of the session, make sure to review the topics that have been discussed, along with action items, takeaways, and expectations of progress before the next meeting.

Conducting these meetings face-to-face, as much as possible, will help your managers and employees build the solid and trusting relationships necessary to be truly effective during these discussions. And, make sure that you do this for all employees, including those that work remotely. Making use of video conferencing solutions can help you make certain that all employees receive the same treatment regardless of where in the world they work.

Here are an additional 5 tips to share with your managers to help ensure that their sessions are as impactful as possible

  • Be on the receiving end more than the giving end
  • Be ready only to steer, like assisting from the front passenger seat, rather than doing everything for the employee
  • Practice active listening with the intent to understand, not just waiting for your turn to talk
  • Use the time to build and strengthen relationships
  • Energize and motivate employees by making sure each session is personalized to the employee – know your employees and make sure they get what they need from the sessions.
The Year of Employee Experience

The Year of Employee Experience

group of people working on a bright human resources poster showing teamwork(If you only pick one focus in 2018, let it be this…)

Out of curiosity, I did a Google search to find out what the almighty internet had to say about the top HR trends for 2018.  The results were pretty interesting and relatively consistent.  The one trend alluded to in every article was that companies need to focus on creating a holistic employee experience. 

If, like me, you have never worked in HR, you may ask why this is so important.  Or you may feel more concerned about what impact this trend could have on profitability.  Maybe you hate the sounds of this and would rather put everyone back in their cubicles (eek!). 

We can all agree that employee disengagement statistics vary, but it’s reasonable to say that around half of the workforce is disengaged.  This costs millions in lost productivity annually!  It’s clearly time to make a paradigm shift that will only make our companies more prosperous.

Here’s why:

#1 Authenticity breeds creativity and innovation

The old adage about leaving your work life at work and your home life at home is finally becoming obsolete.  The idea that you are one person professionally and a different one personally never resonated with me.  What about the strength we all bring to the table as whole individuals?  What about the power of authenticity in leadership, creativity, and innovation? 

We hire people.  They don’t become something else when we change their status to employee.  We need those same people engaged and contributing at work.  Every step we take toward total inclusion of the human experience in the workplace is a step toward authenticity.  Who can be innovative or creative with their authentic selves buried behind an outdated belief that what we do and who we are exist as separate identities?

Make authenticity part of your culture by:

  • Incorporating flexibility in formal/informal policies
  • Opening up the possibility of remote working arrangements, when possible
  • Supporting your people when they need it most (bereavement, illness, divorce, etc.)
  • Empowering your mangers to develop trusting relationships with their teams


Talent Management
for Dummies


#2 “If you build it, they will come”

How many of us have worked for a company that had a great vision statement on their website, but once you were hired you couldn’t find a trace of it with a microscope?  Why do we spend so much time and money defining mission, vision, and values, if we aren’t going to live and breathe those sentiments?  Think about it, these core beliefs can shape culture if allowed to permeate the company.  What does that mean?  Well, let’s dive a little deeper. 

If your organization truly wears its values on its sleeve, you will attract your team.  You will attract the team that fits your vision.  That isn’t to say that there won’t be differences of opinion or individual contribution.  I’m speaking to a partnership between the core values of your company and the core values of your people.  Don’t underestimate this, really.  People, well millennials at least, want to work where they feel connected and aligned.  If you ever wondered how to retain high potential millennial talent, this is a big piece of the generational puzzle.  By the way, have you noticed that millennials now make up the largest segment in the workforce?

Broadcast your vision and values to attract top talent:

  • Live and breathe your values by making them a key part of your performance feedback cycle
  • Create powerful employer branding that puts your values front and center for all those perspective employees out there
  • Treat prospective employees the way you would treat prospective customers or clients
  • Utilize available technology to communicate your employer branding and to give prospective employees an incredible application experience

#3 Acquire, retain, develop…rinse and repeat

For years we have heard that job-hopping millennials have one proverbial foot out the door and aren’t worth investing in.  Whoa!  Hold on, have we really been treating the largest cohort in the workforce with such little regard and compassion?  The oldest millennials are now in their mid-30s.  They aren’t kids fresh out of school anymore.  This might sound crazy, but recent statistics show that as millennials age they would prefer to stay with a company longer term.  Insane, I know!  What they really want in order to stick around is an opportunity to grow, develop, and advance within the company.  Seems reasonable and familiar…

With this negative mindset about millennials permeating organizations, it’s no wonder they don’t stick around.  Loyalty and investment go both ways.  Let’s be honest, most companies will say they have at least a partial succession plan for some roles, but if someone else left suddenly, gaps would be obvious.  I’ve seen this happen.  So, we have a workforce that isn’t prepared for turnover and we are practically escorting millennials in one door and exiting them out the back!

Stop the revolving door

  • Throw out the mindset that all young employees want to leave
  • Create collaborative development plans for your employees that are beneficial for both the individual and the company
  • Shift from annual feedback cycles to continuous feedback discussions
  • Allow employees some visibility into succession planning and involve them when appropriate

#4 Humanize HR with Technology?  Really?

Most of us have had the unfortunate experience of applying for a job and then hearing crickets.  Or getting all the way to a third interview…and then crickets.  It’s a common tale and it isn’t a great experience for the top talent that we are trying to recruit.  As the workforce moves toward higher numbers of alternative arrangements, like contracts and contingent workers, candidates will require more touch points and communication.  The trouble is that our HR departments aren’t necessarily able to scale up and meet the demand for, what can only be described as, customer service.  Enter technology.

It may seem counter intuitive to enlist the help of a great Applicant Tracking System (ATS) to humanize the applicant experience, but let’s talk through it.  Some companies at least send a notification that an application has been received.  Take that a step further and send additional notifications when an application is viewed or allow for status changes that are communicated to the applicant.  Schedule interviews and extend offers with the touch of a button.  Who has time to manage all that?  Your handy ATS can do it.  What happens most of the time now is akin to what the kids are calling ghosting on social media platforms.  One minute you’re chatting and hitting it off and the next?  Crickets.

Using a great Applicant Tracking System is just one example of how technology can help your HR department meet the demand for their time and help your applicants and employees feel more connected.  Do you have a Talent Management Strategy?  Many companies say they do, but struggle to execute it effectively and consistently.  Again, enter technology.

Here are a few ways that a great Talent Management System can humanize HR:

  • Employ transparent and collaborative goal setting that can be monitored and adjusted
  • Use continuous feedback cycles to encourage your managers and employees to build strong trusting relationships by meeting regularly
  • Create Employee Recognition incentives that will allow anyone in the company to recognize a job well done
  • Align learning plans with development and goals for all employees.  If you’re further down the path, you’ll even be able to create and manage learning content or connect to external learning portals.

Technology is meant to enable HR to do more than drown in emails and paperwork.  A comprehensive Human Capital Management solution will empower your HR team to optimize the greatest asset you have, your people. 

Engagement and Retention: “The Mystery” Solved

Engagement and Retention: “The Mystery” Solved

woman speaking at a conference at the podium

Try a keyword search on “employee retention statistics” or “employee engagement statistics” and find yourself inundated with a ton of data that all basically points to the fact that, guess what, this stuff is important. And, as you read those articles in greater detail, you can always find “tips” on what to do to drive these incredibly important measures. The connection many of us fail to make every day is that our professional lives are in reality very similar to our personal lives. Certainly, professional relationships are different in some ways than our personal relationships and have different boundaries due to employment law (see every article in 2017 related to celebrity or workplace harassment, ahem); however, our approaches to mastering both should be, to no surprise, quite similar.

What are some characteristics of engaging individuals in the workplace? Authenticity? Credibility? Ability to be forthright? Passionate? Charismatic and supportive? Hmm, do these sound like characteristics of people you would also prefer to surround yourself with in your personal life?

So the question we must then ask, and subsequently answer, is why don’t we think of things in these terms more often? Far too often we start with a question like “Who do I want to be as a Manager?” Perhaps the questions we should start with are “Who am I as a person? Or “What characteristics, traits, skills and competencies do I value in life?” We need to start with those qualities we hold/value and seek to surround ourselves with, and build from there.

These qualities or characteristics come in different forms. Some of them are natural to us. Some of them require hard work for us to gain/achieve or are simply not possible to acquire. Additionally, there are skills and competencies we have or must develop in order to perform in our daily lives, both personally and professionally. How do we develop these? How do we keep our focus in life to know where we are, where we want to go, and how to get there? How do we know what can realistically be learned vs. who we just are as individuals? Finally, I know what you’re thinking, “I thought we were talking engagement and retention here?”

So let’s tie it all together. We want to be around engaging people who treat us like we matter and who demonstrate care and compassion. We want to work for an engaging organization that values our input and contributions. We want to work in a position that excites us, allows us to grow our skills and competencies. Simultaneously, we are looking for the same thing in our personal lives/relationships. We seek opportunities to just be authentic because, in those moments, we are comfortable and we flourish. When we find these things…care, compassion, mutual respect, value, growth, excitement, etc., we tend not to let them go. We retain these relationships and environments.

Bringing this into a workplace discussion, we need to facilitate environments where culture and development are a focus. If we can foster the environment where we show care, compassion, mutual respect, value, growth and excitement, we will be engaging most of those who join our organizations, and retaining them for significantly longer periods of time. Keep in mind though, as stated earlier, authenticity is key. We can’t manufacture culture and care. It has to be genuine and it has to be “who we really are and are capable of being”.

So we need to ask ourselves the following questions?

  • Is our culture largely based on our values that we have defined and hold employees accountable for demonstrating? Does it feel authentic? Do we hire for and foster reinforcement of these values and characteristics?
  • Is our organization currently prepared for and/or investing in development, specifically doing so to develop the characteristics, skills and competencies employees are desiring?
  • Are we investing in this so our employees can become more valuable to themselves (i.e. selfless development) and our organization?
  • Are our employees becoming well-rounded, increasing their engagement, increasing their billable rates, and performing at higher levels?

We can develop out plans for our business that create the framework necessary to achieve our cultural, engagement and retention-based objectives. From a true HR perspective, engaging onboarding programs, career pathing, development plans, and learning plans are staples in your engagement and retention strategy. They are, simply put, “must haves” in order to show your employees you care about their growth and development. Of course, having the technology to back up your efforts can make a huge difference, and Deltek has made a commitment to help our clients become high performing organizations with our solutions. But, at the end of the day, the onus is on an organization’s leadership to build a culture that fosters a happy and healthy workplace.

In short, a plaque on the wall showcasing a company’s values is a nice sentiment, but without the actions to back it up, they are simply words. It matters most what we do, not what we say we do or what we say we want to do/be. No matter the size of the company, every employee should feel valued in their everyday tasks, and understand just how much they matter to the company’s mission and goals. As Dale Carnegie once said, “Throw yourself into some work you believe in with all your heart, live for it, die for it, and you will find happiness that you had thought could never be yours.” While the “die for it” piece is a bit extreme professionally, if you largely believe in this sentiment, it is no different for your personal life. Let’s work to be authentic and find that balance where we can flourish personally and professionally. As employers, let’s foster that seamless transition from personal life to the workplace through creating a genuine, authentic environment, driving accountability to exemplify that culture. Let’s use technology when we can to help us facilitate that culture and drive growth and development. If we can do just that, your engagement and retention numbers are certain to soar!

Employee Disengagement – The causes, the risks, and the solutions

Employee Disengagement – The causes, the risks, and the solutions


In the HR world, our job is people – their jobs, their income, and yes, even their engagement at work.  We’d like to think that when people come to the office, they come to actually work, to contribute to their team and organizational goals, and ultimately just to “be engaged”. However, whether we like it or not, employees have a life outside of work, and chances are, they care about that life with their family and friends a whole lot more than the 8+ hours a day they spend at the office. That is the life where they are able to create their own goals, set their own priorities, and manage their own work load.

The mistake that many companies make is thinking of their employees simply as cogs in the great clock of overall organizational success, handing out orders and rules, tasks and projects, drowning employees in the miserable world of red tape and company policies. This “dual life” of employees, according to Mr. Jacob Morgan at Forbes, is the root cause of employee disengagement. The clash between being the master of one’s self in one life, to becoming a mindless replaceable cog in another life, taking orders from managers simply to collect a paycheck, can make anyone a disengaged employee. As Mr. Morgan says, “It’s no wonder that the majority of employees around the world don’t like their jobs and there is one key reason for that. Work practices, attitudes, values, strategies, technologies, and ways of working are evolving and changing at a rapid pace. whereas organizations remain stagnant when it comes to adapting to these changes.”

Organizations don’t think of their employees as living, breathing people – and it has to be the mission of HR to start this revolution of thinking, starting with the manager level, and working all the way to the top.

There are different levels of disengagement, and each comes with its own set of risks. There are those that are simply “not engaged”. In the U.S. and Canada, according to a survey by Gallup, a staggering 54% of employees are not engaged, with the numbers steadily rising. Employees who are not engaged are those that go through the motions but lack motivation and innovation. They make no effort to contribute to organizational goals, or improve their own contributions, and are essentially just leeches on the company’s profit and goals. Even more threatening are the “actively disengaged” employees. Luckily, they make up a smaller number, about 18% of the workforce, and the number has started to drop. The damage they can do, however, is not minimized. These employees harbor bitter feelings towards their company for one reason or another, and actively sabotage projects or undermine their coworkers.

Whether or not the statistics are true for every organization, it is clear that the problem needs be addressed immediately. The good news is that most companies are already fairly successful even with these disengaged employees… Imagine what they could accomplish if they could turn even half of those employees into engaged employees! So what can we do to start turning the tides?

  1. Engagement starts at the top. Employees need to see that their leaders are actively engaged so that they have someone to look up to and follow. 
  2. Mission and vision statements are a way of living. They aren’t simply words to mindlessly spit out to clients or investors. Employees need to understand what they mean in the way they do their everyday jobs.
  3. Create harmony between the “dual lives” of the employees. If the babysitter isn’t able to pick up their children from school, they shouldn’t be punished for having to leave early for their family. They shouldn’t have to choose sides between work and family.
  4. Communication is key. Employees want to receive feedback and direction from their leaders. If not, they assume their work isn’t valuable to the company, and they will simply stop trying. 
  5. Invest in your employees’ future careers. Employees not only want to know that their work is appreciated, but that they can grow in their position. Creating development plans, and actively working towards grooming each employee as a future leader will give them the motivation and vision of the future that they need to excel. 

With all this in mind, HR is burdened with the task of turning these statistics around and creating a fully engaged workforce. It’s not going to happen overnight, but simply making it a priority is a huge step. Just one employee that is converted from being actively disengaged to engaged can make a world of difference.