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Thanks for invitation,
I do believe that it can be via both:
1- Ideal work environment.
2- Motivation system.
Wrong. Talent management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. So, talent management is a useful term when it describes an organization's commitment to hire, manage, develop, and retain talented employees. In a workplace where the war for talent is making it tough to find good workers and where key skills getting more scarce, the need to retain your most talented individuals by treating people well, increases every day. It is far shrewder and more economical to work at keeping your top employees than to let go of them.
Working in teams and delegating task helps them stay in the team.
Help them co-operate with the others so that others learn from them.
The HR opportunity
Inspite of the short-term distractions of an economic lull, identifying, developing and retaining talented people remains a critical objective for business success. HR has the opportunity to play a central role, and bring the much sought-after organisational power and influence along with it. Achieving this critical business objective not only relies upon developing talent and the managers of it, but also upon HR.
The war for talent
At first glance the ‘war for talent’ appears to be at a cease-fire. The battle began in 1996 following a McKinsey report, and was fuelled by the report’s frightening sequel in 2000, which highlighted matters were getting worse, not better. There have been books, articles, new jobs (or at least new titles) and organisational processes – yet calm has fallen on the battlefront.
Don’t be deceived. The ability of a single talented individual to have a disproportionate impact on organisational performance is the result of a fundamental structural shift in business. Driven by the combination of changes in technology, the economy and society itself, the demand for talent is here to stay.
Finding the people who can make a difference is particularly vital in these difficult economic times, when most organisations are concentrating on the key business issue of where to focus their most limited resources – time and attention – to create the largest impact. The same is true for HR, both in supporting the business in its quest, and in managing its own workload. Identifying and developing talent is a way to break the vicious circle of too much work and under-achieved objectives.
The aspect of management was a variant of the 80-20 rule. But rather than 80 percent of business coming from 20 percent of your customers, it seemed as a manager that 80 percent of my time was spent on 20 percent of my employees. Many employees who are very difficult, however, can also be exceptional contributors. Sometimes the same keen intelligence that makes them talented also makes them challenging. Think Steve Jobs and Bill Gates would have been easy to manage? Sure, piece of cake…
Personalities being unique, there are no simple one-size-fits-all-solutions. That said, after several decades in management, here are seven suggestions to help navigate these choppy waters.
1) Be thoughtful about assignments. To the extent possible (and naturally this isn’t always controllable), provide some especially substantive, challenging assignments that will fully utilize and stretch their considerable skills. “We give our best people the worst assignments,” was a how a former colleague of mine used to jokingly put it. Such assignments can also engage them and bring out their best.
2) Make HR an ally. Despite Hollywood’s tendencies to humorously stereotype the overly bureaucratic Human Resources manager (and I enjoy “The Office” as much as anyone) the fact is, when dealing with delicate personnel matters I found HR invaluable. They provided additional perspective and (no small matter!) kept me and the company out of trouble.
3) Be 100% clear about articulating pain points. Don’t dance around problems - articulate the issues as precisely as possible. If there’s difficulty, for example, collaborating with other team members as a member of the XYZ team, state it. If there are problems delivering projects on deadline, state it. If a manager is so demanding he or she is burning out staff and causing too much turnover, state it. Then work with the individual to build problems into clear and mutually agreed upon performance objectives.
4) Give ample feedback in both directions. Don’t wait until mid-year or end-of-year evaluations for feedback. Provide feedback often and in both directions – positive reinforcement when things are going well and corrective guidance when they’re not. There’s no way to course-correct if it’s not clear correction is needed… and naturally there’s a difference between insightful feedback and pesky micromanagement.
5) No drama. When conflicts arise, as they inevitably do, stay calm. Some challenging employees even enjoy being provocateurs. Don’t allow yourself to be drawn into the fray and pull rank and lose your temper, however tempting that might be. (To use a saying from another realm of experience, it might feel great at the moment but you’ll hate yourself in the morning.) Prepare for a potentially volatile meeting by gaining tight control of your emotions going in. As the manager, you’re the voice of authority and reason – maintain the moral high ground.
6) Document clearly. Thorough documentation is always necessary for clear fact-based evaluations, assessing objectively whether goals are achieved or not. Solid documentation is also essential should you need to build a case for termination.
7) Know when to say when. When you know beyond a doubt that a situation is destructive and unsalvageable, work closely with HR to follow all proper termination procedures, and then (as Nike would say) just do it. Make the move and move on. Indecision erodes authority when action is needed. A few quick words about terminations: If a termination is capricious, it sends chills throughout an organization. (“This could happen to anyone, or worse yet, me!”) But if a termination is truly deserved, a manager will likely be respected for doing what needed to be done. Other employees usually know better than managers what’s going on in the trenches, and problem employees disturb more than just their manager. Since firing and re-hiring are long processes, however, with very real human and economic costs, I always felt it best to try to make a situation work - if it genuinely can.
Thanks
Nothing to add after my colleague Ashraf's answer, I support Mr. Ashraf answer
