talent development system includes a collection of interrelated assessment tools (e.g., employee self-assessment, personality survey, gap analysis work- sheets, career planning guides, emo- tional intelligence appraisal, compe- tency models), a process with clearly defined steps for evaluating an em- ployee’s aptitude and readiness for the next position, and a process for transi- tioning the individual into his or her new role. Cox may be the lynchpin of the new talent development structure, but he executes in concert with man- agers at every level of the organization and the executive team. The new talent development sys- tem, which serves as a vehicle to en- hance United’s employee-ownership culture, has required managers to in- tensify their involvement in recruit- ing, training, and coaching their direct reports. “There was a time when the managers’ response would have been, ‘Here’s another corporate initiative that means more work for us,’” Cox said. But United’s managers are on board with the new processes because the company is providing resources, tools, and support—including Cox— and training them on career manage- ment strategies and how to use the new tools.
From Engagement to
Empowerment Because United is an employee stock ownership plan (ESOP) company, employee engagement is already high, but Cox and the executive team have set their sights even higher: engage- ment plus empowerment and leader- ship. “What we’re doing here, espe- cially with managers, is creating a structure for continual pursuit of an excellent culture. Culture isn’t some- thing you wake up one morning and have in place. It’s an ongoing pursuit,” said Grayson. After just one year, progress is al- ready evident, according to Grayson: “We are setting the expectation with new hires that we want them to take
care of things, to do the little things that it makes sense to do, to take lead- ership. Now the experienced, veteran folks are seeing what the newer folks are doing, and they’re feeling more empowered too. Our employees are taking ownership of their day-to-day actions.” Grayson offered this example: “Just this week, a call came in after hours on the emergency line. It was a customer with an urgent need for some products. Without calling me to ask for permission, the employee drove to the store, got what the cus- tomer needed, and delivered it. When
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