Without employees, an organisation would not exist. And without talented and motivated employees, an organisation has no hope of flourishing and staying competitive.
See below some tips & advice to keep your talent on top form:
Create an ethos where every employee is acknowledged as having potential. A broad talent philosophy that makes sure everyone is challenged and given the chance to move jobs can be encouraged by an in-house learning and development programme
A significant percentage of staff only discover that they were valued and appreciatedon the day they leave or when they decide to hand in their notice. This mindset of focusing on flaws and weaknesses, rather than successes and strengths, needs to stop
There are plenty of other things you should do in order to spread an unmistakable message that staff are valued and respected and have a future in your organisation. For example, create personal development plans and build them in to appraisal systems solicit regular performance feedback and offer staff regular secondments to other parts of the business.
The importance of a good talent manager should never be underestimated. The majority of the tips mentioned above are entirely dependent on strong managers who understand that people play a big part in their own success. It takes an intuitive manager to value the talent; talk with other managers to know where opportunities lie and share those skills around the organisation.
Emergent: the aim is less to fit employees into a grand plan, than to channel their energies and ambitions, encouraging the Development of “ deep capabilities” and trusting that the creative ferment will deliver the right person a the right time, most of the time.
Co-evolutionary: when talented people adjust their ambitions and develop new skills in line with their observations and opportunities, they stimulate change, for the business as well as themselves ( if they are allowed to!).
Self-organising: if people are genuinely talented, they will find their own ways to respond to opportunities. All they need is information and suport. Increasingly, talent turns out to be invested not in individuals, but in networks within the business.
In conclusion complex adaptatives systems are by nature, inefficient and unpredictable but the qualities that make people talented are often those that also make them unique and difficult to classify. The more HR tries to make talented people fit into standardised talent management and succession planning processes, the more likely is it to fail. But if there is a sufficiently wide and varied talent talent wave in the organisations, then it doesn´t matter that there is a degree of inefficiency.What it matters is whether there are enough motivated, competent and creative people to move into roles when neeeded.
“ How to keep your talent on top form” whitepaper of http://www.skillsoft.com
David Clutterbuck “The Talent Wave”, October 2012 on People Management Magazine http://www.peoplemanagement.co.uk
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