Phân tích tầm quan trọng của việc quản lý nhân tài e

PHAN TICH TẦM QUAN TRỌNG CỦA VIỆC QUẢN LÝ NHAN TAI Contents Definition of talented employee and the importance of talent management 1.1 Definition 1.2 Importance of talent management Top reasons talent employees leaving your organization .3 2.1 Better Pay 2.2 Lack of Promotional Opportunities 2.3 Poor Relationship with Immediate Supervisor .4 2.4 Work-Life Balance Out of Whack 2.5 Lack of Recognition How to attract, develop and keep your talent employees .5 3.1 Choose the correct candidate for the job 3.2 Create initial good relationship with the candidate 3.3 Building an ideal working environment Human-oriented and explicit management style Developing capable leaders .9 5.1 Recruitment and Development focus on capable leaders 5.2 Evaluate managers regularly .9 Definition of talented employee and the importance of talent management 1.1 Definition Talent is someone who has a set of skills, competencies and experiences and that make a positive impact on your business Talent is seen as highly qualified employees - both workers and managers- and skill excellence 1.2 Importance of talent management The war for talent is a strategic business challenge and a critical driver of corporate performance; hence, the human resource management must recognise "the strategic importance of human capital because of the enormous value that better talent creates" - to create a winning employee value proposition and to strengthen the talent pool by investing in A players, developing B players, and acting decisively on C players In essence, talent management is about making capabilities match commitments The key aim is to mobilise the organisation's sole source of value and competitive advantage, the employees (people) to achieve current and future targets The importance of ensuring capabilities match current and future commitments can be defined through three core processes: understanding what employees do, deploy employees strategically and ensure employees can more tomorrow Organisations generally assert the importance of obtaining and keeping the best people as a major priority With demographic shifts happening globally, companies integrate functionally to address evolving business needs and vitality to enable them develop and retain key employees and fill positions properly Functionality refers to the initiatives of establishing rigorous talent processes that support strategic and cultural objectives, while vitality indicates the emotional commitment of management in daily actions Another interesting perspective on talent management is that it is "simply a matter of anticipating the need for human capital and then setting out a plan to meet it", that talent management is not an end in itself, neither is it about developing employees or creating succession plans In other words, talent management exists to support the overall objectives of an organisation, and accordingly, talent management choices require the understanding of the costs involved as well as the associated benefits In addition, talent management is a perishable commodity that requires balancing the interests of employees and employers through decision sharing Talent management has evolved with the changing global industrialisation processes Through the various perspectives of talent management discussed, it can be generically deduced that many philosophers and researchers in this field are of the opinion that talents not refer to any out-of-the-ordinary human beings They seem to advocate that all employees in an organisation, with the assumption that effort has been spent to bring in the right people, can be honed and deployed to areas according to their respective strengths as talents to address and meet business performance strategies and targets In a nutshell, talented employees can be referred to every individual in an organisation whose potential can be tapped for capability and capacity optimisation towards the effectiveness, efficiency, productivity and competitiveness of the organisation Top reasons talent employees leaving your organization Talented people choose to leave organizations for a simple reason: Talent has options The further you slide back along the excellence curve, the fewer options those lesser performers will have Because of that, mediocrity tends to stay But top performers live with a different realism They will be courted by other companies, recruited by headhunters, called by friends and co-workers trolling for hiring bonuses, and wooed by competitors They not stay because they have to; they stay because they want to Smart companies know this- that talent has options- and protect themselves by proactively dealing with the fives top reasons someone might choose to leave These fives are: 2.1 Better Pay Acording to the Maslow Hierachy, physiological needs is a basic need of human These are biological needs which consist of the need for oxygen, food, water, and a relatively constant body temperature They are the strongest needs because if a person were deprived of all needs, it is these physiological ones that would come first in the person's search for satisfaction The number one reason key people leave one employer for another is for better pay There is a lot of research to show that high-performing employees appear to be particularly sensitive to whether their higher performance is rewarded with above-average pay increases, while low performers prefer low-contingency pay systems Research also shows that people with a high need for achievement and higher feelings of self-efficacy prefer pay systems that more closely link pay to performance 2.2 Lack of Promotional Opportunities Key workers are always thinking about their careers and what’s next for them If they don’t see opportunities ahead in your organization, they’ll certainly be looking else- where One of the common problems is called “stacking” That refers to the situation where older workers with the more senior positions, who in former times would have retired to make way for the next generation, are still there at work That leaves key talent stagnated at lower level jobs longer than they want to be, and that’s not a good place to be from a retention and engagement standpoint High performers want to be learning and growing on the job If they feel stagnated or if the job is just boring, they will be thinking about moving elsewhere New challenges and experiences are key to keeping top performers engaged in their work The instant an employee feels their career trajectory has leveled off, work stops being fun and they begin to wander At this point, it often doesn’t matter how much money they make, they are more interested in finding a job they enjoy doing There’s a lot of pent-up uncertainty in the marketplace that has caused more mediocrity than we have traditionally seen People are bored, in ruts, and sapped of motivation Job-hopping used to be frowned up Now it’s accepted But jobhopping eliminates continuity and continuity is an enabler when trying to groom a next generation leader When someone has had five jobs in five years at five companies, all he or she has really mastered is the art of interviewing 2.3 Poor Relationship with Immediate Supervisor That problems may reflect on the needs for love, affection and belonging ness in the Maslow Hierachy A poor relationship with an immediate supervisor has shown time and time again to be one of the biggest reasons top talent decides to leave their job A positive rapport and mutual respect is absolutely necessary in creating a productive manager-employee relationship Hardworking employees don’t want to waste their time and effort on a manager who is not in their corner Bottom line, great leaders retain great talent One of the biggest differentiating factors that helps a company drive innovation and stay competitive is its ability to attract and retain top talent It’s a correlation that is clearly shown by companies that are consistently recognized for their strong corporate culture If you’ve noticed your peak performers heading for the door, before offering them more money or bigger perks, it may be more beneficial to dig a little deeper into why they really want to leave 2.4 Work-Life Balance Out of Whack With each new generation that enters the workforce, work-life balance becomes a bigger priority This is especially true with Millennials, the youngest generation currently in the workplace When busy schedules and increased stress at work start affecting an employee’s home life or taking away time they could be spending pursuing non-work related interests and hobbies, employees start looking for a job that better fits their ideal lifestyle 2.5 Lack of Recognition Everyone appreciates recognition for a job well done When an employee consistently puts forth extra effort to ensure a successful project, works overtime, or takes on responsibilities outside their job description, being recognized for their hard work is often more important to them than bonuses and incentives In a work environment where this kind of encouragement is lacking, it is easy for even top performers to become apathetic about their job 3 How to attract, develop and keep your talent employees 3.1 Choose the correct candidate for the job The human resource manager would like to ensure that employees are put in suitable jobs based on their ability, interests and personality When employees are at the right place, with the ability to match job requirements, preferences consistent with the nature of work and the way that suits the working environment and the ratio will fall off staff and to increased productivity Employers can use various methods to determine the requirements of each job based on ability, interests and personality, then use this information to place its employees on the work that they are good at Almost most of human resource manager are keen on having a quick, easy and inexpensive method to evaluate and retain talent But this is impossible Attracting and retaining talent can take time, effort and money Human resource managers need to be able to focus on selecting the right people within the organization from recruitment by the example ways below 3.1.1 Identify the responsibilities and powers of the new staff You need to clearly define the scope of the responsibilities and powers of the new staff before recruitment began It just helps you recruit suitable employees actually work, just makes their job easier later - one of the most important factors to retain them 3.1.2 Ask candidates to describe the details of their individual accomplishments In the interview, you should ask the candidate describes in detail the personal accomplishments they have achieved The reason to emphasize this because many candidates often describe the style of "We've been doing this, we had another achievement" Maybe they not mean cheating on you, but if you let them answer that way, you will not be able to judge their personal capacity So, make it clear to your needs and remind candidates when they start digress In case the candidate can not fully describe the details of his personal achievements, you have reason to suspect that their achievements are mentioned and they were the only team to play a modest role in it 3.1.3 Take interest candidates honestly In the interview, you not rush to "show off" the achievements your company achieved or mention financial issues that take time to learn about the needs, goals and aspirations of the member Then you listen very attentively to their answers, sometimes repeat their ideas in your own words to show that you understand thoroughly what they say, or ask them a few questions to make clearly more attention These things may seem simple, but employers are not always respected them So, if you that, your application will remember forever The sincerity of your interest will not only help you recruit talent but also retain them for later 3.2 Create initial good relationship with the candidate This thing would make it harder for employers: employee salaries and benefits they provide as much as you can right from the first day The aim is to reduce the rate of quitting and retain talent So if you lower initial wages down 15%, whether he has enough savings to pay for the good if retained another company to pay them higher wages? Certainly not Make a good first impression and to know that your employees have to pay them at the highest level you can be in their position As each individual advancement, their salaries are adjusted accordingly Get to know the value of each job and soon pay they deserve 3.3 Building an ideal working environment 3.3.1 Building a mutual- respected working environment The work environment includes both hard environment and soft environment Soft environment is the relationship between people in the business, including the spirit of respect, trust and support each other to solve problems and to stick together In other words, to show the soft environment of mutual respect of all members of an organization Hard environment includes facilities, offices, vehicles, furniture, equipment this environment depends very much on the financial situation of enterprises Soft environment is more important than hard environment so much can not solve all problems with money That want to improve the financial situation of enterprises have good soft environment One of the main reasons that Vietnam businesses often not find the good or for the loss of the foreign business environment software is not so good The applicants now want the opportunity to develop themselves and continue to hone skills, abilities and experience Invest heavily in training, staff development and encouraging employees and the company will benefit from that For all who are involved in the training snack will help them improve their skills, increase self-worth and self-esteem comforted them Prove to your employees that they have no reason to go to have the opportunity to grow and reproduce from within the organization 3.3.2 Grant the actual power to subordinates The leader make sure to have the vision and the ability to identify opportunities, ability to plan and implement But one thing leaders can not ignore is the awareness of the importance of looking for the good and the trustee of certain powers so that they can work well Once you have decided to entrust responsibility for, the leader must trust them and let them their job and not "spying" or harass them 3.3.3 Building the culture of the recognition Responding the fair compensation and worthy of personnel capacity is essential to retain talent but income is not all Income includes wages, social benefits, allowances, bonuses and profits Income will affirm the value and satisfaction and employee status However, businesses not have financial conditions to implement the above, managers can fully retain talent by focusing on the demand higher in Maslow's needs pyramid as demand recognized Giving managers responsible for finding out what employees can make further progress Giving rewards for outstanding manifestations, this gives people a chance to shine as a good job Some examples of employee recognition is: thank you, employee of the month awards, certificates, positive recognition will help create a work environment productive Human-oriented and explicit management style Human- oriented management would like to help staff the ability to optimize the management if the manager spend reward for employee’s creativity and their willingness of daring to take risks (calculated) This management style focuses on psychological staff, understanding their needs, considering the construction of a staff development so that their needs consistent with the needs of the business Manage a transparent means to share leadership with the staff about development, the actual situation as well as the challenges and opportunities facing businesses By communicating openly, the decision will now be the consensus and support of staff Employees need to understand the responsibilities, their rights and know that your goals must be achieved along with the business Enterprises must develop and publish criteria for evaluating an obvious way to reassuring people develop creativity without fear of war or repression Promoting creativity of employees will help businesses improve their competitiveness Developing capable leaders 5.1 Recruitment and Development focus on capable leaders The leader should have the ability to excite and retain talent? The training and development of leaders such as how to help them get this power? First, the interaction between people is the most important factor in creating work inspired the talented people and keep them organized The leader must understand what can motivate employees Generally employees often appreciate honesty, openness, honesty and integrity in the leaders Research shows that, to be able to a good job of keeping talent, leaders need to be in power, leading qualities below: Identify potential employees and develop the most capable staff in the organization Helping employees overcome the limited capacity that they themselves or those around myths, ie help them overcome psychological barriers "only my ability to get there." Set clear goals and honest feedback and objective for the staff Demonstrate passion for the job, enthusiasm for the relationship Develop a work environment promoting trust But in fact there are many leaders not attract and retain talent even if they meet the five elements In this case, the cause may be that they were not fully aware of the importance of this work, or it may be because the company has not made sufficient efforts to develop, train leaders adjacent Talent is what businesses need So, what makes the most financial concerns not find a job, which is to find a business and an employer really wanted to help them develop personal power and career peaked or No In other words, talent is always longing for the good bosses, who they can respect and trust So, want to retain good employees, then you must first retain the talent management 5.2 Evaluate managers regularly Please measure the number of retired employees through their managers, this is the crux of the problem The poor managers will delay efforts by employers to attract and retain the best people Once you have identified the problem of the manager, please help them! Using the method of evaluation and assessment tools to find out why the manager becomes that element off staff, then train them to help them better leaders Good management is the decisive factor for employee retention Thank you for your reading! ... the job is just boring, they will be thinking about moving elsewhere New challenges and experiences are key to keeping top performers engaged in their work The instant an employee feels their... help businesses improve their competitiveness Developing capable leaders 5.1 Recruitment and Development focus on capable leaders The leader should have the ability to excite and retain talent?... people and keep them organized The leader must understand what can motivate employees Generally employees often appreciate honesty, openness, honesty and integrity in the leaders Research shows