Hi. Can anyone tell how to maintain the level of talent in any organization?
From India, Gurgaon
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3From India, Gurgaon
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Hi! Yes, it is a difficult task for HR and talent management professionals. Therefore, they should put more emphasis on training and development of their workforce so that it can realize its true potential. For further details, see [Overcoming HR Challenges in Southeast Asia's Retail Sector | Blog](http://www.credforce.com/Spotlight/insight/over-coming-hr-challenges-in-southeast-asia-retail-sector)
From India, Gurgaon
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From India, Gurgaon
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Hi please tell me the advantage of having a certified HR professional?
From India, Gurgaon
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From India, Gurgaon
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Dear,
First of all, you need to have clearly defined KRAs and KPIs for every position. Based on KPIs, you can compare at any point in time through performance appraisal to determine if there is any gap between the current level of performance and the desired level. If a gap exists, then competency mapping needs to be conducted.
Here is a stepwise guide on what you need to do:
Step 1: Define KRAs and KPIs for every position.
Step 2: Conduct performance appraisals monthly, quarterly, or biannually to identify any gaps. It is preferable to do this quarterly; however, the duration may vary depending on management style and work culture.
Step 3: If a gap is identified between the desired and current level of performance, determine the possible reasons for it. Take proactive and corrective actions to align competency with the desired level.
The reasons behind the performance gap may vary. The employee might not be clear about their job role, might lack proper support/guidance from their reporting boss, may not understand the company's products or services and require training, could be demotivated due to bias in the team, might not be compensated adequately compared to similar-level employees or based on their merits, could lack interest in the job they were hired for, among many other reasons. It is crucial to identify the reasons and take corrective action.
As a proactive measure, ensure right recruitment, offer suitable profiles and salaries, provide product training in advance periodically, conduct employee counseling and motivational training regularly to keep employees motivated, engage employees with the organization through programs, establish transparent career paths, offer opportunities for skill development, and take other necessary actions. By consistently taking proactive measures, the performance level of every employee can be maintained.
In conclusion, it is essential to understand that maintaining performance levels requires correct recruitment initially and continuously taking proactive actions to keep employees satisfied and motivated at all times.
For more detailed information, please feel free to contact me directly.
From India, Delhi
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First of all, you need to have clearly defined KRAs and KPIs for every position. Based on KPIs, you can compare at any point in time through performance appraisal to determine if there is any gap between the current level of performance and the desired level. If a gap exists, then competency mapping needs to be conducted.
Here is a stepwise guide on what you need to do:
Step 1: Define KRAs and KPIs for every position.
Step 2: Conduct performance appraisals monthly, quarterly, or biannually to identify any gaps. It is preferable to do this quarterly; however, the duration may vary depending on management style and work culture.
Step 3: If a gap is identified between the desired and current level of performance, determine the possible reasons for it. Take proactive and corrective actions to align competency with the desired level.
The reasons behind the performance gap may vary. The employee might not be clear about their job role, might lack proper support/guidance from their reporting boss, may not understand the company's products or services and require training, could be demotivated due to bias in the team, might not be compensated adequately compared to similar-level employees or based on their merits, could lack interest in the job they were hired for, among many other reasons. It is crucial to identify the reasons and take corrective action.
As a proactive measure, ensure right recruitment, offer suitable profiles and salaries, provide product training in advance periodically, conduct employee counseling and motivational training regularly to keep employees motivated, engage employees with the organization through programs, establish transparent career paths, offer opportunities for skill development, and take other necessary actions. By consistently taking proactive measures, the performance level of every employee can be maintained.
In conclusion, it is essential to understand that maintaining performance levels requires correct recruitment initially and continuously taking proactive actions to keep employees satisfied and motivated at all times.
For more detailed information, please feel free to contact me directly.
From India, Delhi
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Dear Sujan Roy,
What you have written is correct however, your post misses one important thing and it is about organisational performance. Talent Management or Talent Profiling or as simple as your recruitment standards should be designed on the performance that your company wishes to achieve. Example of organisational performance are:
a) We wanted to elevate Inventory Turnover Ratio (ITR) from _____ to _____.
b) We wanted to increase Account Receivable Turnover Ratio (ARTR) from ____ to _____
c) We wanted to improve Customer Satisfaction Index from ____ to ____
d) We wanted to reduce per shift energy consumption from _____ to _____
If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness.
Let me give little different example but context is same. Recently interview of Mr Arun Jain, Found CEO of Polaris was published in the "Business Line". The headline of the interview read "It’s important to pay well to get top talent". He has blamed poor talent for his company's inability to catch with IT bigwigs like Wipro, Infosys etc. It took twenty years for him to understand his mistake. Not that Polaris did not have KRAs for their employees. However, focus was on employees and not on where organisation wanted to go.
Many companies have budget for their employee cost. Based on this cost, the recruitment and selection is done. Based on the person's on board, the KRAs are set because the everybody knows that the it would be beyond the scope of available manpower to attain stellar performance like big companies.
Thanks,
Dinesh Divekar
From India, Bangalore
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What you have written is correct however, your post misses one important thing and it is about organisational performance. Talent Management or Talent Profiling or as simple as your recruitment standards should be designed on the performance that your company wishes to achieve. Example of organisational performance are:
a) We wanted to elevate Inventory Turnover Ratio (ITR) from _____ to _____.
b) We wanted to increase Account Receivable Turnover Ratio (ARTR) from ____ to _____
c) We wanted to improve Customer Satisfaction Index from ____ to ____
d) We wanted to reduce per shift energy consumption from _____ to _____
If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness.
Let me give little different example but context is same. Recently interview of Mr Arun Jain, Found CEO of Polaris was published in the "Business Line". The headline of the interview read "It’s important to pay well to get top talent". He has blamed poor talent for his company's inability to catch with IT bigwigs like Wipro, Infosys etc. It took twenty years for him to understand his mistake. Not that Polaris did not have KRAs for their employees. However, focus was on employees and not on where organisation wanted to go.
Many companies have budget for their employee cost. Based on this cost, the recruitment and selection is done. Based on the person's on board, the KRAs are set because the everybody knows that the it would be beyond the scope of available manpower to attain stellar performance like big companies.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Mr. Divekar,
Your reply is in context to organizational performance. Whereas, as per the question asked above, I could understand Aakshay wanted to know how to maintain the performance level of talent (employees), not of the organization. Had it been about the organization, I would have replied accordingly. However, my reply also conveys factors for organizational performance.
Now, on your statement "If our focus is on individuals, then we start looking at or even rewarding individual excellence but the organization continues to stagnate. This is far more dangerous as it reduces the organization's competitiveness." I do not fully agree with that.
KRAs and KPIs should be designed as per a top-down approach. This means based on our company/corporate objective, we should define departmental objectives, and based on departmental objectives, we should define individual objectives. So when we do that, then after execution as per a bottom-up approach, individual performance will collectively help to achieve departmental objectives, which in turn serve the company's objectives. Therefore, it is important to focus on individual performance. Additionally, a company will never stagnate if it has short-term goals along with long-term ones. Based on short-term incremental company goals, departments will also have short-term incremental goals from time to time, as will employees. Hence, it is important to focus on employee performance and development too.
Therefore, we should define KRAs and KPIs carefully, taking ROI into consideration for any particular position. When we talk about ROI, everything comes under it, including the examples of organizational performance mentioned above.
Regarding the example you cited for Polaris, they faced that problem because, as per their business plan, they couldn't draw a manpower plan and the required skill sets for the manpower to achieve it. This implies no correct recruitment, no suitable KRAs, KPIs, and no appropriate development plan.
From India, Delhi
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Your reply is in context to organizational performance. Whereas, as per the question asked above, I could understand Aakshay wanted to know how to maintain the performance level of talent (employees), not of the organization. Had it been about the organization, I would have replied accordingly. However, my reply also conveys factors for organizational performance.
Now, on your statement "If our focus is on individuals, then we start looking at or even rewarding individual excellence but the organization continues to stagnate. This is far more dangerous as it reduces the organization's competitiveness." I do not fully agree with that.
KRAs and KPIs should be designed as per a top-down approach. This means based on our company/corporate objective, we should define departmental objectives, and based on departmental objectives, we should define individual objectives. So when we do that, then after execution as per a bottom-up approach, individual performance will collectively help to achieve departmental objectives, which in turn serve the company's objectives. Therefore, it is important to focus on individual performance. Additionally, a company will never stagnate if it has short-term goals along with long-term ones. Based on short-term incremental company goals, departments will also have short-term incremental goals from time to time, as will employees. Hence, it is important to focus on employee performance and development too.
Therefore, we should define KRAs and KPIs carefully, taking ROI into consideration for any particular position. When we talk about ROI, everything comes under it, including the examples of organizational performance mentioned above.
Regarding the example you cited for Polaris, they faced that problem because, as per their business plan, they couldn't draw a manpower plan and the required skill sets for the manpower to achieve it. This implies no correct recruitment, no suitable KRAs, KPIs, and no appropriate development plan.
From India, Delhi
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Hello! According to what I have read, a certified HR professional drives its workforce to optimum performance. For further details, see link: [Overcoming HR Challenges in Southeast Asia's Retail Sector | Blog](http://www.credforce.com/Spotlight/insight/over-coming-hr-challenges-in-southeast-asia-retail-sector)
From India, Gurgaon
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From India, Gurgaon
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The challenge in retaining talent is to innovate ways to engage them to remain with the organization because talent, like precious metals, is subject to the demand and supply principle and, like them, is scarcely available.
B. Saikumar
From India, Mumbai
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B. Saikumar
From India, Mumbai
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Hi, nowadays Big Data is everywhere and it is involved in talent management practices too. Check out this infographic Infographic: Infusing Big Data into Talent Management | Blog
From India, Gurgaon
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From India, Gurgaon
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Hi, Big Data is playing a crucial role when it comes to HR. Check out this infographic:Infographic: Infusing Big Data into Talent Management | Blog
From India, Gurgaon
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From India, Gurgaon
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