An ctganisatton's capacity to identify, attract and retain high-quality, high-performing people who can (#5) develop winning strategies has become decisive in ensuring competitive advantage.
High performers are (#10) easier to define than to find They are people with apparently limitless energy and enthusiasm, qualities that shine through even (#15) on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks (#20) but also through the sheer force of their example. Such people can push their organisations to greater and greater heights. (#25) The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The (#30) financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and (#35) inspiration.
However, not all high performers are stolen, some are lost. High performers generally leave because (#40) organisations do not know-how to keep them. Too many employers are blind or indifferent to the agenda of would be high (#45) performers, especially those who are young.
Organisations should consider how such people are likely to regard (#50) important motivating factors.
Money remains an important motivator but organisations should not (#55) imagine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good (#50) financial package. They seek motivation from other sources.
Empowerment is a particularly important (#55) motivating force for new talent. A high performer will seek to feel that he or she 'owjis' a project in a creative sense. Wise (#70) employers offer this opportunity.
The challenge of the job is another essential motivator for high (#75) performers. Such people easily become demotivated if they sense that their organisation has little or no real sense of where it is (#80) going.
A platform for self-development should be provided. High performers are very keen to develop (#85) their skills and their curriculum vitae. Offering time for regeneration ê another crucial way for organisations to retain (#90) high performers. Work needs to be varied and time-should be available for creative thinking and mastering new skills. The (#95) provision of a coach or montor signals that the organisation has a commitment to fast-tracking an individuals (#100) development.
Individuals do well in an environment where they can depend on good administrative support. (#105) They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of (#110) others or by weaknesses in support areas.
Above all, high performers - especially if they are young - want to (#115) feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high (#120) performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in (#125) its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will (#130) worry competitors.
From the Financial Times
Human Resources (HR). formerly known as Personnel, is the Cindeiella of company departments. Production managers manase production, sales directors head up their sales teams, but HR directors do not. strictly speaking, direct employees.
They act more as facilitators for other departments: they deal with recruitmentin conjunction with departmental managers, they administe: payment systemsin tandem with accounts, they are perhaps present at performance appraisal reviewswhen employees discuss with their managers how they are doing, theymay be responsible for providing training, in industrial relationsthey are involved in complaints anddisputes procedures,and they often have to break the news when people are dismissed.
HumanResources Management specialists may be involved in:
• introducing more "scientific' selection procedures:for example the use of tests to see what people are realtylike and what they are good at, rather than how they come across in interviews.
• implementingpolicies of empowerment,where employees and managers are given authority to make decisions previously made at higher levels.
• employee trainingand, more recently, coaching:individual advice to employees on improving their career prospects, and mentoring:when senior managers help and advise more junior ones in their organisation.
• actions to eliminate racialand sexual discrimination in hiringand promotionand to fight harassmentin theworkplace: bullying and sexual harassment.
• incentive schemesto increase motivationthrough remuneration systemsdesigned to reward performance.
But their services may atso be required when organisations downsizeand delayer,eliminating levels of management to produce a lean or flatorganisation: trying to maintain the morale of those that stay and arranging severance packagesfor employees who are made redundant,sometimes offering outplacementservices, for example putting them in touch with potential employers and advising them on training possibilities.
Professional people who are made redundant may be able to make a living as freelancers,or in modern pariance, portfolio workers,working for a number of clients. They hope to be on the receiving end when companies outsourceactivities, perhaps ones that were previously done in-house.
This is all part of flexibility,the idea that people should be ready to change jobs more often, be prepared to work part-time and so on. The message is that the era of lifetime employmentis over and that people should acquire and develop skills to maintain their employability.