Dive Brief:
- Rob Bogosian, principal consultant at RVB Associates, writes for the Association for Talent Development that for decades, employers have sought the Holy Grail in attracting, retaining and developing talent.
- Though no one size fits all, Bogosian says one practice must be in place and working well: communication up and down the organizational ladder.
- Open communication processes are a prerequisite for what Bogosian calls a Culture of Voice. Leaders create a psychologically safe environment for associates to discuss their aspirations, challenges, and wins.
Dive Insight:
Bogosian writes that this type of culture is evident when employees and their leaders are completely open and honest about their current experiences—both good and bad.
He adds that an open communication dynamic results in knowledge transferring between levels, thus informing talent development strategies. By comparison, development strategies designed behind closed doors, as though they are top-secret, fully assembled plans to be disclosed only when the varnish dries, will not work.
Finally, he writes that creating a Culture of Voice requires three primary components: top-down and bottom-up communication, determining who gets heard and why, and tolerance for unique views and opinions.
