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Talent Management: Why 40% Would Put Forth More Effort

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Is it a Priority?

 Talent management is a common concern for lots of leaders these days. We’re dealing with people who have opted to stay in the workforce and bypass standard retirement, insomuch as the influx of very different generations: Gen Y’s and Millennials. Top it all off with the economic situation we’ve been dealing with, matched with the political front, of late – and it’s no wonder talent management is a top concern.

Finding good talent is half the battle. However, many leaders forget that that’s only the first step. In today’s ever-increasing technological front, it’s hard to find qualified talent. I know. Retaining top talent should be just as important – if not more important. We hire for skill, but our priorities should be hiring for attitude, too. Meet the general requirements and we can train and mold them into what our company needs.

Ensure a diverse workforce. Consider it like weaving a basket. We want the twine to be extremely stout. That is achieved by taking advantage of those who have opted to bypass retirement while melding workplace relationships to generate strong teams – extremely powerful fronts. After all, our seasoned staff possess a degree of wisdom only achieved through time and our younger generations possess a really impressive level of contemporary standards (for instance – amazing insight to technology-driven systems). Between the variety of generations, we’ve got the makings for exceptional team players, remarkably collaborative employees, and outstanding in the technology front — who together create a phenomenal unit.

Diversity also lends itself beautifully to improved cultural landscapes. Why limit yourself to what you’ve grown accustomed to all these years – especially in a contemporary global environment?

So, we know we’ll be facing challenges such as lack of executive presence, unnatural team player traits, or deprived collaborative interests that are the other side of the generational spectrum. It’s par for the course. We’re leaders. We know how to deal with it. Better yet, we know how to take advantage of it.

While I’m a fan of talent retention, I also spend time with certain clients guiding them through the downsizing or ‘right-sizing’ process. Our goal is for our organizations to sustain agile systems. Silos do no good – we’ve known that for some time now. So, I defend the idea to reposition a low functioning employee to another position before handing him his papers. Sometimes we’ve  hired the best employee – but not best for that particular position.

However, we need to recognize that our businesses are living systems and retaining a weak link can and will eventually distress the team Sometimes it’s time to introduce these employees to our competitors, release them to industry, wish them the best as we show them the door.

Needless to say, when I advocate for retaining good talent, it’s under the pretense that we’ve done our due diligence with hiring the best, the first time.

There’s lots of reasons why organizational leaders have issues with talent retention and acquisition. It is a very, very common reason I’m asked to consider working with some of my clients. As a matter of fact, it’s a really popular issue we contend with. As leaders, we ought to take heed in the fact that 82% of people working for someone else don’t feel valued. The reason why I advocate for my clients to take advantage of their human capital to the fullest is because 40% of our nation’s workforce say they’d put more energy into their work if they were recognized for the value they do offer.

It’s not something to slough off. That means that only about 60% of people are putting their best foot forward. The others are likely just going through the motions. That impacts our business, whether we’d like to admit it or not. Plus, the moment a competitor offers them a better deal, I’m willing to bet, they’d consider jumping on it.

Makes me wonder how many leaders are actually taking advantage of this. How many leaders are turning a blind eye to how this impacts our day-to-day operations – not to mention our overarching numbers? Have you noticed any colleagues who you know could be putting forth more effort? From an outsider looking in – how is this impacting business in general?

Maximize by prioritizing. After all, your business is a top priority – your people are a huge part of the equation.

Submit a note through our portal if you run into a snag. Our goal is to make sure you retain your top talent and we’ll make sure you have the tools you need to do… just that.