Work Journaling

Work Journaling

Albert Einstein kept a journal. So did Charles Darwin, Marie Curie, Leonardo da Vinci, Thomas Edison, Frida Kahlo, and Mark Twain.

Journaling is the act of writing and recording thoughts and behaviours in a habitual sense; and, science continues to confirm the benefits of this behaviour. Tim Ferriss talks about journaling as a transformative practice that can be accomplished in 5 minutes per day. Over time, the practice is proven to:

Stretch your mind
Increase your intelligence
Evoke mindfulness
Generate clarity and congruence
Clarify emotions
Help you achieve your goals
Increase your gratitude
Ingrain your learning
Improve your emotional intelligence
Boost memory and comprehension
Strengthen self-discipline
Improve communication skills
Promote health and healing
Spark creativity
Increase self-confidence

Journaling has long been considered a private and personal endeavour adopted by people who are emotionally conflicted. But, it’s quite the contrary. Journaling can have many purposes and the vast majority of people have engaged in the practice at some point in their lives.

Journaling is effective because it is central to meta-cognition or the ability to think about one’s thinking. Meta-cognition is about reflection or self-reflection and is fast becoming a very important part of teaching and learning in curricula world-wide. Educators in formal teaching and learning institutions understand the value of meta-cognition. It is through meta-cognition that the real learning takes place. It is time for corporate learning spheres to catch up.

Work journals bring the benefits of journaling into the workplace. 5-minutes a day can save 60 minutes of emotional turmoil and interpersonal conflict. Employees who make a habit of documenting their best and worst performance will reap the benefits of journaling and transmit these benefits to the workplace.

Work journals are full of work-related reflection. For example, an email that secured a business deal or a recollection of a conflict with a co-worker that could have been avoided. Work journals are private, but can provide a springboard for sharing and collaboration. And, work journals provide rough content for professional portfolios. It is a habit and a practice that will have a significant positive impact on your bottom line.

Albert Einstein, Charles Darwin, Marie Curie, Leonardo da Vinci, Thomas Edison, Frida Kahlo, and Mark Twain would be happy to hear of the evolution of work journals – a practice that will promote professional achievement and success.


Employee Retention: How To Beat The Odds and Keep Your Best Employees Around Longer

Employee Retention: How To Beat The Odds and Keep Your Best Employees Around Longer

If you’re like 63% of employers, your top priority isn’t increased sales or finding more customers. It’s employee retention.


Maybe that doesn’t surprise you, but it probably surprises some. After all, isn’t business all about sales and customers? Isn’t it all about bringing money in?

Yet successful business owners know that their most important asset–the one thing that has a positive impact on sales and customers – is their employees. Constant employee turnover is expensive, and it is also a turnoff for your customers. Customers form relationships with the employee helping them. They don’t want to keep starting over.

You want to keep the good employees. You want to keep the talent you have. You want to capitalize on the training you’ve provided. You want to build on the experience and inside know-how of those long-term employees.

And here’s how you do it.

Be A Good Manager

Don’t be a jerk. Don’t be a micromanager. Don’t be indifferent, aloof, out of touch, or condescending. And don’t be a friend. Be a leader.

If you or your managers struggle with leadership ability, then by all means, be proactive and work on improving your people management skills!

Bad managers are a dime a dozen and people don’t leave companies, they leave managers.

A bad manager:

  • Dictates instead of communicates.
  • Uses a “do what I say, not what I do” path of leadership.
  • Sticks her head in the sand and hopes problems just go away on their own.
  • Pits one employee against another through competition or unresolved discord.
  • Has built distrust through broken promises and lack of follow-through.
  • Creates a culture of opacity instead of transparency, purposefully keeping things hidden from employees to keep them guessing and unsure of their status.
  • Shows up unprepared and couldn’t plan his way out of a paper bag.
  • Wastes precious time through frivolous meetings, procedures, and systems that get in the way of employees who are trying to work.

Hopefully, you didn’t see yourself in that list! In contrast, a good manager:

  • Leads by example, actually doing what they say they will do, and abiding by the same rules the rest of the team must follow.
  • Is willing to learn, whether it’s technology or the culture of the new generation. This demonstrates a manager who is willing to work as hard as the team, and who won’t let the team become stagnant because he won’t let himself become stagnant.
  • Follows from the front, meaning that she wants her team members to succeed, and is willing the help them do so by leading in a way that doesn’t only look out for her own success.

Some of the worst employee retention problems stem from management and leadership conflicts. These problems are tough to root out without the manager being willing to take on some humility and find out what’s going on. I list this one first because if you don’t get this right, all of the rest are merely band-aids to this foundational problem.

Provide Employee Development

Every employee should have a path of growth possible. When employees feel like they’ve hit the wall and there’s no chance for anything better, they start looking for a new job.

Dead-end jobs exist, yes, but even those dead-end jobs that have no promotional opportunities can still have raises, and can still lead to individual growth. Every employee can be given the opportunity to:

  • Learn something new.
  • Attend a conference.
  • Have a reading allowance.
  • Have schooling partially paid for.
  • Have on-the-job training or technical skill refresher courses.
  • Participate in meetings with the whole team with special speakers and training geared towards teamwork.
  • Train or teach fellow team members.

Employee development keeps the relationship between management and employees a positive one. Employees feel valued (you are, after all, investing time and money in them) and managers, believe me, you want employees that feel they are valuable. When they feel undervalued, they start looking at the door.

Jobs with promotional opportunities have obvious development and training built in. The challenge is to find a way to give this to all employees even in jobs where it doesn’t seem required for the position.

Keep Your Employees Engaged

Work should have something fun about it. It can’t be all drudgery. There has to be relationship and a sense of team because that’s what makes the day bearable.

Keeping your employees engaged is part of this.

In some ways, professional development could fall into this category, but there’s more to it than just professional training. Ask yourself:

  • Do your employees have the opportunity to socialize on the job? After hours?
  • Do you have an identifiable workplace culture?
  • Do you have a tangible workplace tradition?
  • Do your employees know that you value them and will show it tangibly?
  • Do you give employees the chance to impact their community positively?

Employee engagement is how you keep a job from being drudgery, turning it into something bigger than the individual and bigger than the task. It’s about team and culture and purpose and relationship.

Reward And Recognize

Every person wants to be recognized for doing excellent work. That’s how most of us are motivated. A workplace that doesn’t recognize and reward its employees is a workplace that can’t keep them on the job for long.

Financial rewards and raises.

Using raises and other financial carrots on a stick when you get wind of a dissatisfied employee can set you up for failure.

For one thing, you run the risk of your team seeing that they can get a raise if they threaten to leave. But, more importantly, you’re probably already too late. You might keep an employee a little while longer if you throw some money at them, but unless more money was the sole reason they were thinking about leaving, it won’t be enough to keep them for good. And if they have another offer, you’re way too late.

Startup writer Jason Lemkin has good advice: always pay market or above as soon as you can afford it. Lemkin limits this to your “great” employees, but I would suggest doing it for all of your employees. Hopefully you are doing well enough with hiring (which I’ll cover in a bit) that you don’t have problem employees that should be excluded from Lemkin’s advice. If so, all of your employees ought to be paid with this approach from the get-go so that you don’t get a reputation as being a cheapskate.

Recognition of good work.

Regularly recognize excellence in work, and reward that.

This doesn’t mean you have to hand out plaques every month. Rewards shouldn’t only be about filling a quota (i.e. “we have to have an employee of the month because we always do”), but should be about you truly keeping an eye out for work excellence and rewarding it.

Highest sales. Customer compliments. Great new idea. Solved a tech problem. Find ways that your employees are making your business and workplace culture better, and recognize it.

Want to show your best employees appreciation and recognition for their hard work? Try the enterprise platform and help your employees gain peer recognition, collaborate on work, like, comment and share..

Ask About And Measure Your Employee’s Satisfaction

You can’t get an accurate picture of how your employees feel about their work without specifically ferreting out and measuring that employee satisfaction information.

Communication with each person is vital. Team meetings and casual water cooler conversation aren’t enough.

Regularly, throughout the year, have a meeting with each employee and avoid giving it some fearsome name such as “employee review.” Have your employee reviews, sure, but keep these other types of communication meetings a less stressful affair.

Ask the employee how things are going. Find out if there are any frustrations. Learn about the things they want to be doing but aren’t able to do in their job. Ask them for their ideas and suggestions. Dig deep to find out what they deal with every day on their job that makes it great or tiresome.

Do this individually with each employee. Team activities, parties, social gatherings and other such conversation-laden events aren’t going to give you the true picture.

Surprisingly, the employees that aren’t quick to complain are the ones you should often keep an eye on. Just because they aren’t vocalizing problems doesn’t mean they aren’t experiencing them. They are most likely to be the employees that turn up one random day and turn in their notice and shock everyone.

Be proactive about finding out, from each individual person, how things are going and what needs to be changed.

Hire The Right Employees In The First Place

Some employee retention advice suggests that you ought to be able to identify your top employees so you know which employees you should focus on retaining.

Let’s take that a bit further.

I suggest you only look to hire employees you want to retain in the first place so you don’t even need this step. Understandably, it’s not a perfect world where every perfect employee shows up at your doorstep, but the goal should always be to find the right employee, not just a “good enough” employee.

When hiring, look for:

  1. Skills, personalities, and abilities. The employee’s skills and abilities should be a good match for the job. Anything that exceeds or is less will create frustration. Granted, some skills can be taught, so keep an eye on personality and abilities that translate well into the training programs you have.
  2. Expectations and personal goals. If you’re hiring hourly employees, find people who are truly looking for hourly work. Hiring an employee who only views the job as a stop-gap measure until something better comes along isn’t ever going to work out for you in the long run. If an employee is looking for promotional opportunities, don’t dump them in a job without them.
  3. The longevity of the hire. There are other things to look for when hiring (reliability, references, work history, etc.), but don’t forget to consider how the employee will fit the team and the job with an eye to longevity of the hire.

Hiring is not ever an emergency (“we gotta fill this position now!”) because when it is, it will always be an emergency. Your employees will constantly be leaving because you’ll be hiring to fix the emergency and not to fit the job.

Keep An Eye Out For Transitional Employees

Not to suggest that you become paranoid, but a good manager keeps tabs on the pulse of the team.

Some employees are already interviewing.

Is there a team member acting odd, maybe leaving during odd hours during the work day, or taking hushed phone calls?

There’s a chance that employee is interviewing for another job.

Don’t worry — it’s not too late! Sometimes employees, out of frustration with a situation at their job, pursue interviews simply to see what else is available and to give them a sense that they have options.

Pay attention to them. Meet with them. Take them out for coffee. Find out what’s wrong. Do it in a non-defensive or aggressive way. Remember, the employee is not your enemy. You want to keep her. This is not the time to make threats or do anything that sends a merely considering employee into a full-fledged I’m-outta-here employee.

Some employees are already disgruntled.

Handling a disgruntled employee is not an easy thing. However, gone unchecked, a disgruntled employee can spread attitude poison to the other employees. There are two parts to dealing with this:

  1. Retaining the employee.
  2. Getting rid of them.

Seems obvious, but you need to approach these in order. Your first step is to find out what’s wrong to see if you can fix it. After all, you want to retain employees and a disgruntled employee can still go back to being a great employee.

But if the problem can’t be fixed?

The employee must go. They will only cause more problems in the workplace if they stay. It’s better to lose one employee than many.

Find Out What Went Wrong

When employees leave, an employee exit interview is the way to discover what caused them to go. Only with an exit interview can you learn what needs to be changed and how you can prevent future employees from leaving for the same reasons.

Why are exit interviews so important?

If they’re done correctly, people are often far more open and honest than they were during other job review conversations. They’re already leaving and don’t have to worry about repercussions, so they feel freer to talk to you about what needs to be changed and why they are leaving.

Not only do exit interviews tell you why the individual left, but they might be the only way you can discover bigger problems or issues that need attention within the team. Exit interviews are a must.

Unless you are a multi-million dollar corporation with thousands and thousands of employees, you must retain your employees. They are not easy to trade and exchange when you are functioning on a small scale. Their absence is quickly felt in a small business, both culturally and financially.

Employee Retention: The Real Cost of Losing an Employee

Employee Retention: The Real Cost of Losing an Employee

For businesses to thrive in today’s economy, finding and retaining the best employees is important. This is especially true for small businesses and nonprofits competing with larger businesses and larger budgets, for top talent. Learning and recognition of work plays a huge role in employee retention.

Happy employees help businesses thrive

Frequent voluntary turnover has a negative impact on employee morale, productivity, and company revenue. Recruiting and training a new employee requires staff time and money. According to the US Bureau of Labor Statistics, turnover is highest in industries such as trade and utilities, construction, retail, customer service, hospitality, and service.

The cost of employee turnover

Losing a salaried employee can cost as much as twice their annual salary, especially for a high-earner or executive-level employee.

Turnover varies by wage and role of employee. For example, a CAP study found average costs to replace an employee are:

  • 16 percent of annual salary for high-turnover, low-paying jobs (earning under $30,000 a year). For example, the cost to replace a $10/hour retail employee would be $3,328.
  • 20 percent of annual salary for midrange positions (earning $30,000 to $50,000 a year). For example, the cost to replace a $40k manager would be $8,000.
  • Up to 213 percent of annual salary for highly educated executive positions. For example, the cost to replace a $100k CEO is $213,000.

What makes it so hard to predict the true cost of employee turnover is there are many intangible, and often untracked, costs associated with employee turnover.

Improving training and professional development is one way to reduce employee turnover. Offer a customized space dedicated to employee growth and recognition by learning about the enterprise platform

So, what is the real cost of losing an employee?

In an article on employee retention, Josh Bersin of Bersin by Deloitte outlined factors a business should consider in calculating the “real” cost of losing an employee. These factors include:

  • The cost of hiring a new employee including the advertising, interviewing, screening, and hiring.
  • Cost of onboarding a new person, including training and management time.
  • Lost productivity—it may take a new employee one to two years to reach the productivity of an existing person.
  • Lost engagement—other employees who see high turnover tend to disengage and lose productivity.
  • Customer service and errors—for example new employees take longer and are often less adept at solving problems.
  • Training cost—for example, over two to three years, a business likely invests 10 to 20 percent of an employee’s salary or more in training
  • Cultural impact—whenever someone leaves, others take time to ask why.

One of the reasons the real cost of employee turnover is an unknown is that most companies don’t have systems in place to track exit costs, recruiting, interviewing, hiring, orientation and training, lost productivity, potential customer dissatisfaction, reduced or lost business, administrative costs, lost expertise, etc. This takes collaboration among departments (HR, Finance, Operations), ways to measure these costs, and reporting mechanisms.

Best practices on employee retention

So, what can you do about employee retention? Some employee retention tips include:

  • Benchmark your employee retention rate.
  • Use proven retention strategies, not guesswork.
  • Don’t assume employees are happy (create a high-feedback environment).
  • Implement a collaboration, feedback, training and professional development platform, like the enterprise platform.
  • Provide personalized benefits to employees.
  • Conduct exit interviews.
2018 Career Resolutions

2018 Career Resolutions

2018 — This is the year! This is the year that you’re going to change jobs, pull the trigger, take the leap, leave your current holding pattern and find a career that you love! Whether it’s one of the 29 companies that will be hiring like crazy in 2018 or a dream job in the next cubicle – it is time to start preparing.

Step 1: Reflect and collect

Think back on the last 24 months. What were the problems you solved for your organization? How did you save your department money? What new innovations did you introduce? What project or events happened because of your leadership? Once you’ve made this list – gather evidence. Look for event brochures, thank you cards, financial statements, newspaper articles, email threads, and final reports.

Step 2: Make it habit

Now that you’ve gone into the past to gather evidence of all they great work you’ve done, make it a habit to log evidence as it happens. Reinvent the selfie. Ask others to take a photo or a video of you while you’re on stage. Ask a supervisor to pen some feedback “for your portfolio” when you’re in the moment and the accolades are fresh.

Step 3: Build and organize the content 

Post the content you’ve collected in one or more competency profiles. This will give your content shape and allow the person viewing your portfolio to sort, filter and search for exactly what they’re looking for. If you use a portfolio, you will stand out. If you use a portfolio that takes no more than 3 minutes to see the difference that you bring to the table –  you will win!

Step 4: Plan a growth pathway

Before you share your portfolio, plan the next steps in your growth plan by choosing a competency portfolio that demonstrates your growth mindset. A forward thinking portfolio is what differentiates from other e-portfolio platforms and other professional networks. Although it is important to demonstrate past performance, we also believe it is important to demonstrate your plans for excellence going forward.

Step 5: Share and shine!

Share your portfolio with the people who you want to impress. Keep your portfolio private and share the link, or publish a completed competency profile to your public page and share this link. MIT has been using portfolios to screen top talent for the last few years. It is the way of the future. Start now and be sure to stand out!

Technology can be self-funding

Technology can be self-funding

This morning I participated in a webinar by Harvard Business Review led by Andy Daecher of Deloitte, made possible by Cisco Jasper. Andy explored the framework surrounding the Internet of Things (IoT) and the ways businesses are leveraging IoT to transform business processes. Here are my takeaways.


Business processes are going to change. Technology, machine learning, and artificial intelligence are helping businesses automate processes. It is no longer a question of “should we explore technologies that will streamline our business processes and innovate our business model,” but rather “HOW should we go about exploring and adopting new technologies.”

Decisions must be driven by value: new markets, new processes, product development, logistics planning, inventory management, and business model innovation. Companies must develop clear metrics to measure return on their investment and monitor these metrics closely as they launch a pilot project. The key is to start small in a module-by-module format that engages the end user. Then, once the ROI is demonstrated, scale quickly and broadly.

People are often weary of technological change and the possibility that machine learning and artificial intelligence will take away their jobs. The fact is, jobs are changing, not disappearing. The nature of work will involve the use of technology, machines, data and analytics. In order to promote adoption, start now and engage the most sceptical people in the process.

People are more likely to participate in change if they are part of the solution from the beginning. When it comes to technology, IoT, AI, and machine learning, people can be involved in modeling and pilot use. Teams of subject matter experts can build use cases informed by their experience and help layer technology into each use case. This level of involvement will ensure investment when it comes time to pilot the solution. Those who are involved will want to see that their recommendations are successful.

When businesses start small, the adoption of technology is cost effective. If the ROI is realized within one business unit, the project can become self-funding. For example, if portfolios are used to recognize performance and retain staff, there will be a measurable impact on employee turnover. This measurable impact will have a distinct dollar value and these cost savings will help fund the remainder of project implementation.

Portfolios address the core tenants of intrinsic motivation

Portfolios address the core tenants of intrinsic motivation

The if-then or carrot-and-stick approach to motivation worked well for generations and the associated industrial/mechanical set of tasks. However, work is different in 2018. The requirement for thinking, creativity, and innovation necessitates a different approach to employee motivation.

Using a carrot approach to motivating people is about using incentives to drive performance. Pay employees more money if they achieve a target. Offer them bonuses or vacations if they achieve a goal. Then, if the carrot doesn’t work try the stick. The stick is punishment for not achieving a goal: a lost bonus, a lesser vacation, a forgone promotion, or a demotion. This approach has worked for decades.

Dan Pink provides evidence that this “if-then” approach to motivation works well for mechanical tasks, but not higher order thinking tasks. The future requires something different. In fact, he sites research that demonstrates how larger incentives lead to worse performance when the task involves higher order thinking skills. More money leads to worse outcomes?!

When it comes to dimensions of thinking, creativity, and innovation, people are motivated by three things: autonomy, mastery and purpose.

Portfolios provide individuals with autonomy because they put each user in control of their learning and professional development. Users can choose portfolio frameworks that speak to their strengths and interests. They control what they post in their portfolio and when to share it. Users can self-reflect and identify gaps without it being a performance issue. Individuals using portfolios are empowered.

Portfolios provide individuals with a sense of mastery because they show constant improvement against criteria that matters. Individuals demonstrate growth by posting evidence against competency categories that were once blank. They will also hear feedback during validation processes that will confirm improvement. Using portfolios, users have the opportunity to self-reflect on progress against well-defined criteria in a safe, secure, and non-evaluative way.

Portfolios provide individuals with purpose because their work is seen as contributing to something larger than themselves. They see their work posted against the values of the organization. They can also share artefacts out of their portfolio to contribute to the proliferation of best practices. Lastly, the cumulative nature of the portfolio allows the individual time to step away from the daily grind to see all that they’ve accomplished.

Portfolios work because they address the core tenants of intrinsic motivation. Yet, as Dan Pink points out – there continues to be a mismatch between what science knows and what business does.

Instead of exploring new methods of employee engagement, businesses are integrating software solutions that maintain traditional motivation techniques. Robots and algorithms are tracking performance (or lack of performance) on more levels and more measures than ever before. Then, this data is used in punitive conversations. The result is an overworked, stressed-out, less engaged employee population.

Give your employees autonomy and purpose. Support them in their efforts to achieve mastery. Use portfolios to revolutionize motivation in your workplace.


Pink, D. (2009). The puzzle of motivation [Video file]. Retrieved from–a&utm_medium=referral&utm_source=tedcomshare

Retain your top talent

Retain your top talent

People don’t leave jobs, they leave managers. This past spring, Travis Bradberry published an insightful article in Business Insider (April 28, 2017) suggesting nine reasons people quit their jobs. offers a solution using online professional portfolios. The professional portfolios address seven of the nine reasons people quit. The result? You retain your top talent.

#2 Managers don’t recognize contributions and reward good work
Recognize contributions and reward good work using

You will never miss another important contribution. Employees will curate evidence of their work as it happens and these artefacts will be available for your review when you have time. If there are several levels of management in your organization, middle management can review portfolios and strategically share artefacts with senior management when important. helps each employee build an evidence-based professional portfolio against criteria that you define as important. This ensures time spent on portfolio review is time well spent.

#3 Managers don’t care
Demonstrate care for your employees using

Inviting employees to share professional portfolios with you will demonstrate that you care. Reviewing these carefully curated portfolios and providing meaningful comments will show that you care. Embedding a portfolio review component in your rewards and recognition program will show that you care. scales easily to empower every individual in an organization. Ensure your care runs deep and you will retain your best and find the diamonds in the rough!

#5 Managers hire and promote the wrong people
Hire and promote the right people using

Carefully curated portfolios full of rich evidence will ensure you don’t miss the quiet top performer. Additionally, you can post laddered portfolio templates and search/filter/sort to know who is interested in position vacancies and pathways within your organization. Invite applicants to submit portfolios as a portion of their application for jobs. Make it optional. Then, let the effort and evidence speak for itself. Mine for stars!

#6 Managers don’t let people pursue their passions
Let people pursue their passions using recognizes that people are more than their jobs. Let them show you how they are exceeding expectations in their role at work and as a community volunteer. Passion and purpose are aligned within Employees can build evidence against several competency profiles at once and use journals, projects and the competency marketplace to share diverse passions.

#7 Managers fail to develop people’s skills
Develop people’s skills using

It is no longer important for an employee to access $2500 to attend a remote conference to hear your sector’s greatest influencers. This speaker is on YouTube. Define what’s important using portfolio templates and then invite all employees to grow their skills. Enable job share, job shadowing, and mentorship to complement technology-mediated learning. Require evidence of new learning using portfolios. And for the first time, defend the ROI of your people development budget with real evidence.

#8 Managers fail to engage people’s creativity
Engage people’s creativity using

Define goals using portfolios and let people show you the creative ways they will achieve these goals. See evidence of creativity in photos, videos, and pdf files. If people know where they are going; if they understand the goals and desired outcomes; and, if they are given the freedom to achieve the end goals in the best ways they see fit – creativity will happen organically and will blow your mind!

#9 Managers fail to challenge people intellectually
Challenge people intellectually using

Post a problem in the form of a portfolio template and invite people to share solutions. Search/filter/sort for key terms or key outcomes. Tap into the intellectual genius in your organization with technology that scales easily to give everyone a voice.

Carefully planned pre-service learning and then truncated, contrived professional learning?

Carefully planned pre-service learning and then truncated, contrived professional learning?

Learning is learning. At its core, learning is about identifying a gap in knowledge, skills or abilities and devising a plan to fill that gap. This usually involves a combination of reading, writing, listening, and practical application. Learning something new at age five is similar to learning something new at age fifty-five. The context may be vastly different, but the process of acquiring new skills, knowledge, and abilities is the same.

So why do learning opportunities for adult professionals appear truncated and contrived? Why does learning within corporations and organizations look so different than learning within post-secondary institutions?

Most professions define a set of standards for new entrants and work closely with post-secondary institutions to ensure graduates meet these standards. Learning outcomes within courses are aligned with professional standards and post-secondary institutions are accredited in order to deliver training. But, once a graduate enters a profession, learning appears to become an afterthought.

In the workforce learning is highly valued but poorly maintained. Many professionals have a “continuing education requirement” for licence. They have to attend x-number of seminars each year or a number of carefully crafted pro-d retreats. The trouble is: these professionals are never asked to defend their learning or demonstrate how they are integrating their learning into everyday practice. The demonstration of learning that was once required in post-secondary is no longer required in profession. Millions of dollars are invested every year and people are rarely asked to demonstrate how they are using the outcomes of their courses to advance the organization.

Employees on an obligatory learning journey end up going through the motions. They register in courses, submit receipts, put on a nametag and call it done. Professional learning becomes a box to check or an annoying requirement to complete. There is no link between corporate goals, the learning activity, and how the employee is being measured. In education, we call this misalignment.

Corporations and organizations who approach learning in this way will quickly become obsolete. The nature of work and the knowledge economy requires continuous learning in order to stay competitive. Luckily there is an inexpensive, scalable way to align learning and engage the most valuable asset of an organization. The solution is portfolio driven professional development using

Continuous Performance Review

Continuous Performance Review

In a recent Leadership Lab article, Bill Howatt (chief research and development officer of workforce productivity at Morneau Shepell in Toronto) describes a new approach to performance management that he calls “Performance 2.0”. The pillars of Performance 2.0 are the pillars of

Performance facilitation vs. performance management

Facilitation implies teamwork and collaboration. Performance management, on the other hand, implies that there are behaviours and outcomes that need to be managed. Facilitation sends a message to employees that achieving results is a collective, collaborative endeavour. The term “facilitation” positions the manager as a mentor and describes the process of achieving results as a journey. Performance management inadvertently puts a negative spin on the model from the outset. Performance management leads the employee to desperately assemble evidence of merit regardless of authenticity in order to pass in a pass-fail situation. Performance facilitation moves towards collaborative and ongoing results. enables performance facilitation by driving employees to post evidence of performance as it happens and to share strategically curated portfolios monthly or quarterly.

Continuous improvement vs. static evaluation

A fault of most annual performance review processes is that they require an employee to defend merit once per year. In advance of this once/year meeting, the employee scrambles to remember all that they’ve done through the year. This is time consuming and not always effective. Can you quickly recall all that you’ve done over the past year? The result of a once/year evaluation is one constructive, forward-thinking conversation. Surely, organizations are better off to have employees and leaders engaged in regular constructive and forward-thinking conversations? For employees in large departments or large organizations, a once/year conversation is not enough to ensure a person is growing, thriving, learning, and performing to full-potential the other 364 days of the year. Continuous improvement provides for regular checks and balances, and builds growth and development into culture and mindset. A culture of growth and development is far more likely to withstand the winds of change and adversity.

Growth mindset vs. pass/fail

Carole S. Dweck brought the concept of growth mindset to life. (Read her books, they’re fantastic!) At the core of the growth mindset idea is that people have a tendency to label themselves as “can or cannot” or “do and don’t” early in their experience and these psychological boundaries have a profound effect on capabilities and outcomes. People who say “I am not an artist” will never become an artist. People who say, “I could be an artist” are more likely to become an artist by demonstrating a willingness to stretch and grow in the direction of this goal. People with a growth mindset understand that they can work hard to change their performance and achieve new or different outcomes. enables a growth mindset by helping users achieve goals and reflect on outcomes. By adopting a new competency profile set by a leading organization users can set new goals and a path to achieving these goals. Then, by curating content in their professional portfolios, they will self-assess and recognize how far they’ve come and the areas they’ve yet to grow.

Increase the number of employee-manager interactions

It is impossible for managers to keep up with the daily performance of each of their employees. Daily conversations might be unachievable, but once/year reviews are also unacceptable. The goal, as Bill Howatt identifies, is to increase the number of employee-manager interactions in a meaningful and constructive way. An increase in interactions will improve mentorship and facilitation of performance. Technology affords this increase in interactions because it is asynchronous and evidence-based. allows an increase in interactions because employees can share artefacts or full portfolios once per month, once per quarter, or weekly as situations arise. Portfolios are designed to be viewed in under three minutes and employees and managers can access the content anywhere and anytime. The result is an increase in meaningful employee-manager interactions that are evidence-based and data-informed.

Real-time learning

It is now possible to learn anything on the internet. If an employee needs to learn how to use an MS Excel pivot table, it needs to be unacceptable that they wait for a $595 1-day MS Excel course. Conversely, employees who take initiative to source their own learning opportunities should be recognized for this initiative. enables real time learning by defining outcomes using performance and behavioural expectations and then, identifying ways for the employee to learn the content and demonstrate their learning. In this way, employees learn what they need to know when they need to know it, and this initiative can be captured and recognized.

Get ready for the gig economy.

Get ready for the gig economy.


Start documenting your work. Make sure you have evidence of every project you’ve run, every event you’ve organized, and every meeting you’ve facilitated. Keep this evidence in progress portfolios or journals and secure an endorsement against the very best.

Diversify your evidence so that you can demonstrate your ability to read, write, speak and listen. Use videos, photos, images, documents and sound bytes to demonstrate the skills, knowledge, attitudes and abilities you bring to the table.

Keep all this work in a portfolio. Visit your content regularly and share your portfolio with others. Demonstrate your commitment to continuous learning and hone your skills to defend merit.

When you export your portfolio, curate the artefacts carefully. Post evidence that matters to your audience. Sort, filter, and export strategically. Use various multi-media solutions to demonstrate that you’ve done your research and offer evidence of your competency against the company’s core values.


Define what’s important to you. If you don’t want to spend more than 3 minutes (MIT’s allowance) on portfolio review, be specific about what matters to you. Do you want to see evidence of innovation? Define it. Do you want to see evidence of technical skills? Create that category. Make your definitions specific to your industry and your organization. Identify the values and competencies that are unique to your line of work and challenge individuals to provide evidence in each category.

Then, prepare your processes for filtering talent in this gig economy. Do your managers know how to review a portfolio? Help them understand what they should be looking for. Ensure your managers are no longer looking (only) at work history. Make sure they are measuring what matters and that these metrics align with what’s unique and important about your organization.