Freelance HR Professional
WHAT’S MORE IMPORTANT TALENT OR ENGAGEMENT
Talent or engagement which is more important in the corporate world? A difficult path to cross if both talent and engagement are considered as two separate saber teeth. For any Organization, both should be essential ingredients for high performance and lasting relations. Through this article, the author would like to consider both as interdependent yet mutually exclusive points. “FIT is everything” should include both the presence of talent and with meaningful engagement should get the Organizations where they desire to reach and what they wish to achieve.
If seen individually at the time of entry to the corporate world, talent is considered the key and the most critical attribute in an individual. Why? It is generally believed that for the job the individual is selected, if matching skills, attitude and ability is not seen, it becomes a bad selection. The management further propagates that if the candidate is talented, with more opportunities better results can be achieved; talent catches the eye of the management always on the search for high performers; accelerate career path of the talented individual; prepare for a tomorrow’s leader; gets the most deserving remuneration package. The list can keep adding such accolades or reasons to justify talent as the key focus quality.
On the other hand, engagement of an individual in the company will argue that if this selected talent is not provided with fulfilling needs to perform, then where will talent alone go? If the Organizations do not identify, nurture, develop talent, what becomes of this essential element? When there exists in the Organizations a sense of belonging, enjoyment at work, the talent is well oiled and aligned to attaining greater mission, the efforts put in by the individuals are recognized, offered plenty of opportunities to build their skills, reduce the heartache of employee turnoffs, help them grow in the company, keep a bond and be well connected with them provide necessary guidance and clarity on job tasks, keep them motivated, appreciate them when job done well, care for them, be the contributing leader to them , then there is a perfect solution to bring together talent and engagement.
In a recent article by Gallup it was revealed that in a bid to quench the thirst to maximize performance, businesspeople and academics asked Gallup, “What’s more important — people’s natural fit with a role or how engaged they are in their job?” 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. This concept is found to be true to several companies. It may even be the foundation of the company’s employee value proposition, “FIT Is Everything.” The study reinforces that companies cannot maximize performance without engaging their employees. What’s more, it shows that engaging less-talented workers doesn’t get the same results as engaging more-talented workers. Gallup’s global research across industries shows that engagement leads to improved profitability, productivity, and customer metrics and lower turnover. Gallup’s research reveals that about one in 10 people possess the talent to be a great manager. They naturally engage 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. Talent was the critical ingredient. The study confirmed that managers with the combination of high talent and high engagement outperformed those with low talent and low engagement by 23.5%.
Look around the Organizations and you will notice that most of them need engagement and talent, because that’s what grows a business and delivers results, talent is accelerated by engagement if correctly put.Gallup research has shown that putting people in roles that fit their talent — especially management roles — promotes employee engagement and improved business performance.
Only 13 percent of employees across the globe are engaged at work, according to Gallup’s latest 142-country report on workplace engagement. That amounts to only about one in eight employees or 180 million employees who are actually committed to their jobs. Most employees, about 63 percent, are simply not engaged at all, Gallup reports.
Research shows that key predictors of how engaged employees are include whether they feel they’re doing meaningful work, can communicate openly, and above all, have a supportive leader.The best way to fuel engagement is to identify which engagement needs or profiles suit which employees. One size does not fit all in terms of employee engagement, hence specific needs to focus on for each employee, keeping employees engaged is much simpler. Remember every employee generally has one dominant need, determined by their individual personality, goals, and past experiences. Creating a positive work environment that includes fun ways for employees to interact will go a long way in engaging employees.
Maintaining high engagement levels in today’s workplace is crucial for Organizations because the job market continues to improve and restless employees will usually move on rather than remain at a job that doesn’t stimulate them, an engaged and happy team is directly related to a healthy bottom line. According to a Gallup poll, millennial are the least engaged generation in the workplace and have also been noted as the least loyal. Keeping communication lines open through one-to-ones and monthly company meetings helps to maintain a culture of openness and transparency.
Both talent and employee engagement is a long-term strategy that should start with the company culture, which naturally leads to employee advocacy. Employees who are committed to the company mission and passionate about their work can increase a company’s profits by significant rise suggesting a clear incentive to keep employees engaged. Everyday employees today enjoy an unprecedented level of power over their employers that they’ve amassed not through strikes or work-to-rule, but by virtue of the fact that talent and skills have become so rare in the modern job market. High value engaged employees are in the driving seat and can exercise their advantage whenever they like; leaving the company’s nervous of losing both talent and highly engaged worker. Never seen before than now that it has become the prime emphasis to hold on to valued employees, and most businesses will talk about the efforts they make to keep staff happy. Providing an opportunity to employees to take micro level decisions ensures they develop an expertise over time and contribute in the organizational thinktank. When HR often claims that “Employees are Our Most Valuable Assets”, their actions fail to reflect the same. Employee Engagement is a reflection of ‘how employees feel about their relationship with their managers, and the company that they work with.HR leaders must be able to express that they truly value their employees by investing in employee focused initiatives. Let your actions speak as an organization, that you truly value your employees.
Remember that seeking talent every day and employee engagement is an ongoing process and engaging an employee is not about locking him up in a case, but, it is about building a faithful relationship between all the players in the Organization. Hence to conclude, let me reiterate that while we pursue searching the right talent for the job, having a continual relationship positively with the employees with equal measures of passion and commitment will get the company where it wants to reach.