When working with both new and established employees, we recommend thinking in terms of engagement, rather than supervision or management. The word engagement describes a broader idea than the two more traditional terms.
Companies that work to create an engaged workforce understand that keeping capable staff for the long term requires communication and support. When staff feel that they are part of a productive whole, understand their role, and also see room for positive growth, they are more likely to put in more effort and work for the same organization for longer periods of time.
Simply put, engagement cultivates loyalty. Below are five ways that companies can create a better culture for talent management.
Organization-wide policies require substantial commitment from those at the top. Not only must the leadership team make the decision to implement talent management methods, but they must also support it and participate in helping it to achieve its objectives.
Your staff knows when upper management takes a policy seriously and when it just goes through the motions. We suggest that company owners and leaders take the time to get an authentic buy-in from as many executives and managers as possible before implementing.
When hiring, don’t focus only on work experience and the name of the school printed on their diploma. One of the biggest missteps that companies make lies in hiring the individual with the best qualifications on paper.
Talent management methodology puts more emphasis on organizational culture. How well does the applicant fit in with what is in place? Can he or she bring new ideas without unnecessarily upsetting the company culture? Will he or she get along with employees and staff already there?
You may be better off with an individual who has less experience and no degree from a premier school, but brings work ethic, a positive attitude, and a willingness to learn.
Traditionally, companies and other organizations hire individuals, give them some initial training, then let them get to work. That may include more or less guidance depending on the supervisors and the management protocols. Guidance often takes a top-down approach, focusing on the short, rather than the long term.
Coaching involves a more holistic approach. It involves taking each staff as both an individual and a team member and working to get the best out of them. Ideally, your staff will communicate their needs completely and work with supervisors to correct problems. In reality, staff often hesitate to communicate out of fear of wasting supervisors’ time or appearing incapable.
When you embrace coaching, you work with staff on both short and long term issues. Also, supervisors take the initiative on speaking with staff to address concerns and issues. They teach as often as they direct.
The difference between your staff seeing you as a career versus a stepping stone to somewhere else lies in your company’s ability to help them envision a productive path. When you decide that the new team member has a future in the company, managers and/or others, should start discussions on what a career with your organization could look like.
He or she may offer responses that refine the plan even further. In any event, if staff see no future with growth, higher salaries, and more responsibilities, they will likely look for other jobs.
Many medium and small businesses, even some major corporations, may embrace the idea of talent management, but lack the internal resources to do it right. Hiring an experienced talent management consultant can help you to create an engaged workforce that boosts your organization to its potential.
Let us at HRD Initiatives help you transition to a better talent management culture.
