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What’s More Important: Talent or Engagement?

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Madhu Rathee

AGM – HR

Universal Group Company

What’s More Important: Talent or Engagement?

Talent or Engagement:-Engagement with Talent.

Talent Management with Talent Engagement as a part of Talent management. Finding people with the right talent and engaging them are essential elements of maximizing performance — but of the two, getting the right person in the right role makes the greatest difference.

If a manger is talented he/she naturally engages team members and customers, retain top performers, and sustain a culture of high productivity. And last but not least, they contribute about 48% higher profit to their companies than average managers do.

Even I was wondering for the same thing that selecting managers with the right talent for the role or employee engagement? I did many things in my organization including Competency Mapping.

This study revealed something I did not expect to find. While I did not anticipate that engaging managers with low talent would lead to exceptional performance, I did expect it to lead to better performance. Instead, I found that performance dropped by 9.9% for managers (Specially Sales) with low talent and high engagement compared with managers with low talent and low engagement. In other words, without the innate talent to be a great manager, engagement did not result in better performance.

But I would explain that those talented managers are more likely to find a way through obstacles if they’re engaged. Ultimately, talent is accelerated by engagement.

I would say putting people in roles that fit their talent — especially management roles — promotes employee engagement and improved business performance.

Talent and Engagement both are complimentary with each other.

Talent joins a company appreciating the company and its product. As talent engages more fully in company operations, assignments, projects, that appreciation grows. The greater the appreciation, the greater one’s commitment to performing with quality. An employee — especially a “talent employee” — who has the opportunity to perform in ways which she/he sees as valuable consistently seeks to improve that performance.

Talent management looks for quality candidates. Employee engagement turns up that quality.  Successful attraction and recruitment combine for the first step. Once talent is hired, employee engagement strategies increase communication and commitment.

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What do you need to do to Hire and Retain Top Performers?

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J Kumar

KSK Energy Ventures Limited

Senior Manager – HR

What do you need to do to Hire and Retain Top Performers?

Introduction

It is tricky and confusing to identify who is a Top Perfomer in any Organization. The Recruitment Team members shall identify the best resources from the Market. In this process of selling the job and fitting them into the Organizational requirements is challenging, demanding and sometimes risky

Let us see some of the practices that can be adapted to Hire and retain the top performers

The Hiring Process

  • To be able to identify the best resources, Recruitment Team shall be provided with the document stating Key deliverables of the position, keywords to search the right profile
  • During the search using the various optional like Job Portals, References etc., Recruiters should get the updated profiles of the identified candidate.
  • The Recruitment Team shall also identify the factors that enabled these people to become top performers and document the same for the reference of the Interview Panel
  • During the initial interviews, the Recruiters should thoroughly scan the candidate profile and their achievements in all their previous assignments and record the same for the reference of the Interview Panel
  • A thorough background verification of the credentials of the candidates shortlisted shall also help in identifying the right candidate.
  • The Organization in the process of looking for Top Performers shall also note that it is key to hold on to these candidates. These candidates quickly lose focus and start looking for opportunities if they are not given the proper responsibilities and the resources to achieve the goals assigned

The Retention Process

  • The Reporting Officers, the HOD and key resources shall regularly be in touch with these candidates to ensure creation of right environment in achieving Organizational Goals
  • Continuous Communication, Review of the tasks assigned, Delegation of Authority and the freedom to work are some of the factors that enable the top performers to excel in the current assignment too.
  • Above all, it is the Organization Culture that enables the success of these performers.
  • It is the responsibility of HR Department to ensure congenial work environment for the success of these performers.
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Importance of effective feedback and Counselling of employees

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Anju Thomas

L&T Infotech Pvt Ltd

BUHR-Team Lead

 

Importance of effective feedback and Counselling of employees

While you have a priest in church who plays the role of a mediator between God and you and helps to lead you on the right path. There is a human resource champion who will play the role of a counsellor to either make things right or make a passage available to make your every grievance heard and answered.

So when this great responsibility falls on HR to make every feedback and input from the employee count the HR has to deploy all his tactics and tools ready to make the process effective and efficient. The finesse in which the HR handles grievances, counsels employees and provides constructive feedback is what sets the HR professional a mark above the others in business.

Whilst the responsibility does not lie only on the HR shoulders to give feedback and counsel employs it has to be equally shared by the line managers. It is them with whom the employees work, agree, disagree, create success or share failures so it is imperative that they wear the hat of an effective counsellor to combat stressful situations at work and find means and ways to increase their productivity at work.

Whilst we understand who should play the role of a counsellor lets understand the Importance of effective feedback and counselling of employees:-

  1. Eliminates Miss’ (Communication/Understanding)èwhen most of the misunderstandings or miss-communications are generated due to over or the lack of communication. An effective feedback and counselling would strive to remove any void and balance the thought process to come to better conclusions so that effective decisions can be made.
  1. Reduces Conflictè The ability to face conflict and tackle uncomfortable conversations can in fact be an ice-breaker between two people having opposing views. The battle is only half won till either party reaches to some negotiating position or come out of the conflict with some understanding or a win-win situation for both parties.
  1. Gives a clear picture of where the employee standsè a feedback given constructively and with a positive frame of mind helps in giving a clear picture of where he stands in his team. The discussion cannot end without leading the employee to where he needs to reach based on his capability and competence.
  1. Helps build rapport with employeesèAn effective feedback discussion will bring out either the best or the worst in you, so having confronted on the most taboo discussions help ease out the relationship and build a better rapport with the employees. So if you are still holding back a discussion thinking that it may be bad for your relationship with the employee it’s time to confront and see how the relationship in fact evolves for the better. The key here is to handle the bitter conversations with a positive frame of mind. The more positive energy that you send out reaches the employee that will help in absorbing the information and accepting it well.
  1. Work- Life BalanceèThe competitive work environment is only increasing the complexity and work demands in employees leading them into poor lifestyle and an out of balance work-life situations.The need of the hour for many of the HR professionals has become to be effective coaches and counsellors as they are in constant touch with the employees.Through coaching and counselling these numerous problems that employees deal with on a daily basis at work and at home can be dealt with.By understanding the psychological needs and methods to connect with employees will thus help them to sway through the rough corporate life easily and productively leading to overall success.

Thus effective feedbacks and counselling helps in increasing the overall health of the organisation with improved relations, positive work atmosphere and concentrated efforts in striving a place for oneself and others where there is open communication and open minds.

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Approaches to Create and Develop ‘Virtual Talent-Mindset’

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V Lakshmi Chirravuri

Pursuing Master’s Program in Industrial and Organizational Psychology

Chicago School of Professional Psychology, US

Approaches to Create and Develop ‘Virtual Talent-Mindset’

Myearlier blog post “Virtual Talent Management” (http://middleearthhr.com/blog/virtual-talent-management/) emphasized on key questions that companies need to think through to mitigate virtual talent management challenges. This article – Approaches to Create and Develop Virtual Talent-Mindset– as a continuation to my earlier post, aims to provide a step-by-step holistic view of virtual talent management framework.

  • Create a structured hiring process to screen, short-list and select individuals suitable to thrive in a virtual environment. The interview process can include scenario cases to check how candidates respond to a specific work situation that requires them to work remotely and/or interact with his or team members/managers remotely, etc. Same interview process can be used for managers/leaders by checking with them on their management styles with virtual teams. Building on this interview process, the hiring managers can also have a Skype or other video-conferencing call/s prior to selection. Thus, individual assessments should be conducted keeping in mind telecommute culture and success.
  • Orientation and onboarding needs to be structured in a well-defined manner. For instance, if group of individuals (for a particular department/project or different departments/projects) have their date of hires close by then the organization can organize an onboarding meeting/workshop in a convention center or hotel[1] that is centrally accessible to all the selected candidates. It is imperative to note that organization needs to have budgets and plans chalked out for these face-to-face and in-person gatherings.[2]However, if there are only 1 to 3 quick hires for a fast paced project, then plan should be chalked out to facilitate in-person meeting among the delivery/hiring manager and new hire/s. In case of emergency situation/s where new hires are not able to make it to the meetings, they can be provided with videos of the gathering followed by group Skype introductions.
  • Regular check-ins through chats, go-to-meetings, web audio conferences and video conferences should be built-in as a work culture system among managers/supervisors, team members and other key stakeholders like HR practitioners and executives. As a follow-up, minutes of meetings, discussion points and action items have to be listed on dashboards and metric systems so that managers and their direct reportees, HR executives and senior executives have access such that these points can facilitate toward future tactical and strategic plans.
  • Quarterly in-person review meetings have to be planned and scheduled in advance such that all the participants have chalked out their work plans. These review meetings can be organized in a central accessible location[3] at convention conference center or hotel. Based on the review meetings, in-person development sessions, workshops and training programs coupled with e-learning and webinars have to be organized with well-planned logistics and administration. All these in-person meeting discussions have to be captured in the performance management systems. The regular check-ins and quarterly in-person meetings should be the building blocks for high potential talent, leadership development and succession management.
  • Organization needs to create room for on-site get-together where employees and their families are invited to foster interpersonal and social interactions as a part of organizational culture.
  • Online 24X7 ‘employee help-line’ to facilitate counseling sessions for employees experiencing stress, grievance or any issues impacting personal and professional life.

In a nutshell, having a dedicated, structured and engaged virtual talent management framework can foster organizational success and work/life balance for employees.

[1]Logistics and Administration department can plan to check for hotels/conference convention centers that can provide corporate discounts for organizing meetings/gatherings every year.

[2]Organization has to be mindful that huge amount of savings (in terms of operation, administration and estate costs) are already being achieved through telecommute workforce. Hence, it has to be prepared to invest at least some or most part of the saved budget toward in-person meetings and gatherings.

[3]Logistics and Administration d
epartment can check for corporate airline/s discounts and set up reimbursement plans for employees including those who wish to drive through.

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Key challenges of Exchanging knowledge between workforce generations

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Hasan Faraz

Senior Compensation Analyst

Milaha Company

 

Key challenges of Exchanging knowledge between workforce generations

Every dynamic and growing organization will have a healthy rate of attrition and there will be new people on-boarding, getting promoted or transferred at any point in time on jobs that are new, transformed or have been vacated by other people moving on.  The time taken to transfer the knowledge, skills and information required to enable the new incumbent to adapt to the new conditions and become productive can be minimized if there are appropriate processes in place to assess the gaps and address them. Needless to mention, an unprepared or absent employee can cost the organization a lot more than the investment to prepare and motivate him or her to function at the requisite levels of performance for the job.

An Organization that seeks to maintain a long-term competitive advantage would have learning and development activities at the core of its management strategy.  Measures taken to facilitate the acquisition, transfer and/or exchange of knowledge and information between people and systems would go a long way in ensuring that organizational and other changes cause minimal or no disruptions to the quality of products and services.  And, at the same time encourage creative new ideas and innovation to materialize.  However, given thecomplexities of knowledge exchange and the political climate in most organizationsthatgenerallyleads to the need to put-up and maintain silos, the exchange channels may be constrained to the point of paralyzing the organization from any growth altogether.

Senior Management should set an example by aligning the workforce towards a shared vision of success that neutralizes any power struggle between individuals, departments and stake-holders.  This would pave the way for individuals to willingly be open to new learning and sharing be it from or to a junior employee or someone from another department.  This transfer or exchange should be:

  • formalized in the form of mentoring and coaching programs for critical jobs
  • documented to the extent possible in online interactive retrieval systems
  • incentivized such that rewards are linked to successful exchanges/learnings
  • carefully monitored over time for high-potential staff identified in succession plans

While the seekers of knowledge will surmount mountains of hierarchy to find gurus willingto share the nuggets of their tried and tested life-experiences and wisdom, a learning organization will seek to attract, retain and grow “gurus” in-house to keep scaling new peaks of success.

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The Key challenges of Exchanging Knowledge between workforce generations

Pranay Sharma

Assistant Manager – HR

Reliance Power

The Key challenges of Exchanging Knowledge between workforce generations

The generations are divided into different categories for eg; Baby Boomers, Millennium, Generation Z & so on so forth in years to come. The Organisation which has evolved from 1950’s and is dominating the market currently comprises of a mixture of generations.  It consists of Head of Unit or Organisation who falls in the category of “Baby Boomers” which had different priorities when they started their career as compared to their Head of Departments which apparently falls into the category of Millennium, similarly when they themselves are compared with Generation Z who reports to them. There are many challenges that are being faced in day to day affairs & dealings in organisation such as flow of information, understanding of situation, prioritizing issues ( when I say “issues” it means  “solution “which is of prime importance to the organisation), power distance,  unlearn and relearn, gap of knowledge in executing things, ego clashes and many other depending upon the nature of work and nature of organisation.

The understanding of each other (different generations) plays a very pivotal role in driving the organisation. One has to learn from each other and with respect to change in time. For any efficient organisation it becomes the onus of every individual to exchange, share his/her teachings, his legacy.

Buddha says “There is no wealth like knowledge and no poverty like ignorance”. Hence, in the era Innovation, Globalization , Digitization, Search Engine Optimization where knowledge is nobody’s monopoly , an” Idea” should be welcomed from any age-group, gender, caste, colour or creed without any eligibility criteria of desired age bar.

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