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There is a lot of talk about generational rift. Indeed, a lot of workers these days are feeling the heat due to millennials taking over, subsequently followed by their unique style of work. However, on further scrutiny it clearly emerges that beyond the generational differences, there exist a lot of other factors at play. The millennial generation is rather individualistic in ways, and so difficult to pigeonhole. Team leaders truly good at talent management need look beyond lazy generational stereotypes. The differences could also be regarding the stage of life or personal background. Sometimes even older workers within the team may cause problems to the leader, simply because of the feeling of being bypassed for the promotions. Whichever generation one belongs to, all want to feel valued. So this divide needs to be addressed like any other performance management issue.

Source:https://hbr.org/2018/07/the-key-to-preventing-generational-tension-is-remembering-that-everyone-wants-to-feel-valued

Uploaded Date:20 July 2018

The ongoing digital age has thrown up several winners and losers. A winner-takes-all mentality has pervaded this as-yet-young age. The purpose of automation has always been to ease up human work through the use of tools. A study has been anchored recently by the McKinsey Global Institute to look into the kind of key areas workers will need to upskill themselves in to remain relevant by 2030. All workplace skills may broadly be divided into five categories which are- manual, cognitive, higher cognitive, social and technological. The hours dedicated for manual, physical chores will gradually further reduce in the developed countries of North America and Western Europe. But ones involving higher cognition or the emotional and social aspects will rise. Those involved in talent recruitment in organizations would be well-advised to plan ahead for a time when there will be greater requirement for people with technological, social and higher cognitive skills. Companies could also proactively set up management training sessions for existing employees to they can upskill for such challenges ahead.

Source:https://www.weforum.org/agenda/2018/06/the-3-skill-sets-workers-need-to-develop-between-now-and-2030

Uploaded Date:18 July 2018

It is unfortunately inevitable for every company to be losing employees over time. Some of these employees may be the best out there but may have simply stalled so require a new challenge. While every boss would like to retain the very best, great talent management involves letting go when the time is right. Disengaged employees are often a cause of reduced productivity. A report generated by marketing research firm Gartner clearly claims that engaged employees are worth 17% more in terms of productivity and 21% higher with regards to profitability. All professionals remain at some sort of a learning curve. Whenever this learning curve flattens out, inevitably some employees will depart.

Source:https://hbr.org/2018/04/how-to-lose-your-best-employees

Uploaded Date:18 July 2018

Recruitment of digital talent is a huge challenge, especially in certain kinds of firms. Large, traditional firms engaged in low-growth industries with slim profit margins are those kinds. These are often situated far away from the big cities where the talent recruitment of data scientists would have been far easier due to the larger pool available. German and Scandinavian pulp-and-paper firms for instance are struggling to cope with this. They have devised ingenious techniques to bridge the gap such as by providing adequate corporate training to existing personnel encouraged to upskill. A major challenge for them is to align such digital capabilities with their core business. To this end giants such as BCG, McKinsey, EON, RWE, Metro, Lufthansa and Bayer have set up accelerators to get this done. These digital skills must be scalable across the organization and not remain confined to any single area. Bottom-up initiatives are being designed so that insights gauged at the frontline can be implemented.

Source:https://hbr.org/2018/07/the-barriers-to-recruiting-and-employing-digital-talent

Uploaded Date:18 July 2018

Beyond the well-known IQ, employees are also driven on by their respective levels of emotional energy. A sense of pride is instilled with through the specific characteristics at any organization. This pride in turn leads to an emotional energy, propelling employees to work harder. Companies good at talent management have a system to leverage this emotional energy to attain success, fueling even more pride. In this manner, the cycle keeps self-repeating. All forms of companies enjoy this, such as tehc startups and healthcare chains.

Source:https://www.strategy-business.com/pictures/How-Emotional-Energy-Drives-Employees-to-Excel?gko=dc076&sf181871108=1

Uploaded Date:10 July 2018

A lot of organizations struggle to align talent with value. This leads to poor succession plans, temporary solutions and gaps in the talent recruitment process. Team leaders must proactively seek to identify key roles across the group, irrespective of the hierarchy or level. Similarly, new roles also need to be sought out where gaps exist. Quantifiable measures may be used up to investigate areas where most critical roles exist or more people needed. Reallocating talent is as critical to such firms as reallocation of capital. The value agenda needs to be clarified from the outset. While deducing this, one needs to clarify the origin for the greatest bit of value within the group. Big disruptions are envisaged so that one may prepare for the new roles accordingly. The existing talent too must be realigned to the role requirements. The HR team for this needs to be equipped with the best business analytics support. With this they will be able to mine data, which will further help in retain the bets of talent.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/linking-talent-to-value?cid=winningtalent-soc-twi-mip-mck-oth-1804&kui=R7nHStrjfGAeGgr3p5HL2w

Uploaded Date:04 July 2018

Several studies conducted by the Katzenbach Center to understand the sources of employee pride at various organizations, throws up one familiar strain. It is the fact that irrespective of level or designation, in any firm all those employees taking pride do so for pretty much the same reasons. There exist cultural anchors present at several organizations that ramp up emotional energy among employees. Companies would do good to harness this energy for increasing productivity. At times of team reorganization, this can prove to be handy, as non-motivated teams tend to hide information only to protect oneself or the immediate circle. This happens especially if they feel themselves to be mere chess pieces to be moved around. Companies and leaders good at talent management instill this emotional pride through several steps. Initially, there are a set of characteristics that organizations tend to have that generate a sense of pride. This pride leads to an emotional energy which in turn gives rise to success, which automatically fuels an emotional energy. This further translates into a hunger to repeatedly achieve success.

Source:https://www.strategy-business.com/pictures/How-to-Harness-Employees-Emotional-Energy

Uploaded Date:04 July 2018

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