Organisations throughout the world invest plenty of resources, money and time in Talent Management to retain High Potentials (HIPOTs). These generally are highly capable, intelligent, and quick learning resources that we're speaking of. Would a hike in salary package, grade, or designation place them motivated all the way?
Imagine a goldfish inside a tank full of fighter fish. A formula1 car on a heavy traffic road. Shoe polish beside fruit racks in a retail outlet. How repulsive are these images? This is precisely how hipots will feel if they've got to work in an environment that doesn't suit their culture, aspirations, and capabilities. They are going to feel suffocated and what follows next is the hipot going in search of fresh air.
CAPABILITY MISMATCH:
Consider a situation where your hipot has to report to a supervisor who seems to be low on general intelligence. The manager would most probably take more time concluding a brainstorming session. The hipot may see this extra time as waste and incapability of the manager. The hipot may not find enough motivation to sit through the future meetings with the manager or not look ahead to gaining knowledge from the manager.
CULTURE MISMATCH:
We all know that adults prefer not to be told. A hipot would hate for being directed always, and they wish to be challenged cognitively. They would prefer guidance only after trying out things on their own. An environment where the organisation or the managers are less tolerant towards learning through experiments and failures do not support nurturing a talent pool. ‘Telling approach' is one indicator of an organisation that lacks a high-performance culture.
ASPIRATION MISMATCH:
Tenure-based promotion is a good enough a way to repel the talent pool farther from organisation. What is needed in such an environment is to manage somehow and stay put for the promotions to happen. A hipot could find being employed in such an environment insulting. Hipots intend to grow in accordance to performance, effort and demonstrated capability.
Organisations can't expect hipots to wait patiently for their turn of promotion. The irony is that the organisations don't check for their patience while recruiting them. The talent management strategy must be in line with the intent to nurture and retain the talent pool.
“At companies with very effective talent management, respondents are six times more likely than those with very ineffective talent management to report higher 'Total Returns to Shareholders' than competitors.”
“Only 5 per cent of respondents say their organizations' talent management has been very effective at improving company performance”.
Source - https://www.mckinsey.com/business-functions/organization/our-insights/winning-with-your-talent-management-strategy
ATTRACTING VS BUYING TALENT:
Does your organisation attracts talent or get it from the market? These are two different things. Should your organisation is attracting talent, you'll always have a talent surplus situation, no matter what the market condition is. If you are buying talent from the market, you may consider the following thoughts:
• Increased salary is not going to keep the hipot motivated all the way
• A Deputy Assistant VP grade will likely not mean much for a longer duration
• If there is a mismatch between expectations and reality, the hipot may regress in performance after joining your organisation
• Recruiting hipots could lead to interpersonal challenges together with increasing amount of employee churn
Some pointers that can assist in making informed decisions about attracting, recruiting, and retaining the talent pool:
• Define the DNA of hipots for your organisation
• Define the strategy to recruit hipots. You would have to ensure that they work with managers who can present the right environment
• Conduct surveys to see if your organisation's culture is conducive for nurturing the talent pool. Should there be shortcomings, including organisational culture and practices, address them through a robust learning architecture
• Make leaders accountable for talent management and review them regularly
• Define a career path for all roles within the organisation. An employee should enter, get promoted, and exit the organisation at the right time
• Make people development a default competency for managers and leaders. Organisations should give talent management competency enough weightage for making their promotions decisions
• Provide equal opportunity for all employees to learn and develop
• Make the promotion criteria objective and transparent
• It is totally ok not to recruit hipots for your organisation, but this decision must be based on talent pool bench-marking
Aucun commentaire:
Enregistrer un commentaire