Table of Contents

1. Opening Salvo

2. Did You See This?

3. Talent Management 101 (TM101)

4. The Plug

Opening Salvo

You can’t improve what you don’t measure, and that includes management. Too often, organizations promote people into leadership roles without clear expectations or feedback loops to track effectiveness. Then, when teams struggle, the blame falls on employees rather than the leaders responsible for setting the tone.

Measuring management effectiveness is about accountability. Are managers providing regular feedback? Do they foster psychological safety? Are they actively developing their teams? These are the questions organizations should be asking, yet many still rely on outdated performance reviews that fail to capture what good leadership actually looks like.

If companies truly value strong leadership, they need to move beyond vague leadership training and start evaluating, AND supporting, managers with the same rigor they apply to employee performance.

Practical Personas (with a tinge of hyperbole)

Bad management isn’t just frustrating—it’s expensive. Poor leadership leads to disengagement, turnover, and lost productivity. Yet, too many companies promote people into management without ever teaching them how to lead.

• The "Sink or Swim" Manager: They were promoted for being great at their job—not for their ability to manage people. They get no training, no coaching, and are left to figure it out. Some survive, most struggle, and their teams suffer.

• The Checklist Leader: They think leadership is just about checking boxes: weekly meetings, performance reviews, and corporate trainings. Employees feel like cogs in a machine instead of valued team members.

• The Strong, Adaptive Leader: They recognize that management is skill, on top off innate talent. They actively seek feedback, refine their approach, and evolve with their team’s needs.

Here’s What to Consider:

• Measure Management Effectiveness: Don’t just assume managers are doing well, use engagement surveys, turnover data, and upward feedback to assess performance. It’s more of a healthcare practice, but I’m an advocate for leaders regularly rounding up to two skip-levels down their reporting line.

• Provide Leadership Training: Managers need coaching just like employees do. Invest in leadership development, not just technical skills.

• Make People Management a Priority: A manager’s success should be measured by team performance, not just individual output.

Did You See This?

From Onboarding to Engagement: Strategies for Early-Career Employee Success

Early-career employees are navigating a workplace landscape that often lacks the foundational support they need to succeed. While organizations focus on innovation and growth, many overlook the critical importance of structured onboarding and mentorship programs. This oversight can lead to disengagement and hinder the development of new talent.​

A recent report from Robert Half, as highlighted by HR Dive, surveyed nearly 1,000 U.S. workers about challenges faced early in their careers. The top concerns identified include:​

• Limited mentorship opportunities

• Lack of support with workload management

• Insufficient onboarding

• A lack of internship experience

• A skills gap​

These issues are not insurmountable. For instance, a 2023 report from the Association of Talent Development found that about half of the organizations surveyed had formal mentorship programs, and 42% of those without such programs planned to implement one soon. Additionally, addressing workload challenges requires intentional planning and targeted interventions, as noted by McLean & Co. Effective onboarding is also crucial; without it, new hires may feel resentment toward their organizations, according to a Talent Board report.

To better support early-career employees, organizations can consider the following strategies:

• Develop formal mentorship programs that connect new hires with experienced employees to foster guidance and professional growth.

• Implement comprehensive onboarding processes that clearly communicate company culture, expectations, and resources.

• Provide workload management support by setting realistic expectations and offering tools to help employees prioritize tasks effectively.

• Offer internship opportunities to help individuals gain practical experience and ease the transition into full-time roles.

• Address skills gaps through targeted training and development programs tailored to the needs of early-career professionals.

By proactively addressing these areas, organizations can create an environment where new employees feel supported, engaged, and poised for long-term success.

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Talent Management 101 (TM101)

The Plug

This newsletter is brought to you by AstutEdge, a consultancy dedicated to developing and deploying a people-first talent management culture. We solve both obvious and hidden challenges by optimizing performance, engagement, and development across the entire HR, People, and Talent spectrum.

How We Help:

• Optimize Team Performance: Implementing tailored strategies that improve efficiency, engagement, and collaboration.

• Develop Leadership: Nurture leaders who inspire and drive organizational success through targeted development.

• Enhance Employee Experience: Boosting morale and retention with data-driven engagement programs.

• Improve Organizational Culture: Providing insights and solutions to create a positive, high-performing work environment.

• Increase Business Growth: Aligning talent management practices with business goals to drive innovation and growth.

• Strengthen Collaboration: Facilitating team cohesion through CliftonStrengths-based coaching and development.

This plug is shameless and should be shared widely. If your organization or a partner organization could benefit from talent management support, we’d love to help!