Tải bản đầy đủ

Phát hiện và giữ chân nhân tài trong quản trị nguồn nhân lực e

Phát hiện và giữ chân nhân tài trong quản trị nguồn nhân lực
In general, the talent have the ability to excel, stand out in one or a few specific areas,
most of them are educated and trained with the majority of them have academic titles
certain position, is considered to be intellectuals. But in fact, society is not
homogeneous intellectuals, qualified people with talented people. It draws a line that
people who do personal work are not permitted to absolute confusion .. As soon as the
concept of human resources, in the sense that it is the Chinese characters, but in
Vietnamese, using the concept of talent seems also different from the concept of
genius people ..
We must understand about the human talent can come in many different shapes
corresponding to the type of activity and the type of material from other smart. For
talent of math, literature, art (the art have plenty of talent in various disciplines such
as dance, acting, painting, music ...), athletic talent, (sports have very different talents,
different between football and weightlifting, swimming ....), talent-philosophical
ideas, talented military, diplomatic, business skills, talent of education .... So each
type of talent or individual is considered a talented person, (or talent) have different
roles in the operation. A person is considered a talent in this field, but if they are not
put in right place, they turned out even ordinary people are poor in other areas . This
suggests that in the personnel, we should not put the leaders so far from power and
their forte. In general society, there are rare all-powerful talent throughout the
property. So no matter the political organization of society, in any country, including

assumptions as full of talented people, all those elite leaders, it is never a mistake or is
removed away from democratic principles while making decisions. Human history
has ever had a painful fall into long periods of autocratic regimes and the regime
prevailing "agency".
"Done at many disabilities" - a portrait of "talent" is often drawn from hundreds of
years, implicitly encompasses elements "property" and "disability." However, with

"3C Talent Theory ", Dave Ulrich - who is considered the No 1 "brain "of the world has painted a perfect portrait of the new age talent.
Two co-workers in a company, the first is well, doing a lot of work, but also "break" a
lot of things, the second is with normal capacity, creating value within the normal
range, but "break" less, even make out what is certainly. The second is certainly not
talent, but if the first is considered talent, it is also not satisfactory because although
he is good but the value generated from that good sometimes not by other normal
people, even worse.
According to the theory and ideology of Dave Ulrich - Professor of the University of
Michigan (United States) - human resources, talent, especially in the "3C Talent
Theory" (3C Talent Formula) are commonly applied around the world, proved to be
available to organizations in identifying "good people", thereby fostering and
cultivating them into "talent" to bring high value to organizations and society.
Good person is not necessarily talent!
For years, we have tend to enjoy "good" and "talent" are a pair of parallel, closely
linked together. However, the perspective of Dave Ulrich, "good" is only a necessary
condition, a person who wants to become "talent" truly also meets many other factors.
A "good person" will not be a "talent" as the "good" is endowed only in the form of
potential lying dormant, not requisition to create value. That is, whether a smart
person, with some elements of the subject matter but do not know how to do it or not
remains to be seen is not valid.
Conversely, there are also good person who is in the case mentioned in the article,
create value, but also caused many implications, it can not be called "talent" – the
“property" of the organization.
Awaken talent in "3C Talent Theory"
"3C Talent Theory" (Talent = Competence * Commitment * Contribution / Talent =
Competence * Commitment * Dedication) Dave Ulrich was built after survey, which
was studied on thousands of enterprises, including more than half of the companies in

the Fortune 500 list (considered the most elite company globally) interviewed more
than 40,000 personnel are considered "talent" around the world.

A person is said to have the ability when he has the knowledge, skills and values
consistent with the work of today and especially in the future. Three capacities related
to "true": true skills, right place and the right job.
There are 4 steps to identify and capacity development:
1. Setting up a theory or standards (the current capacity of social and techniques that
your company is having? Company is faced with changes in the business
environment and what strategies to cope? Based on the environment and future
strategic options, employees need to demonstrate what technical and society
capability do they have?)
2. Assessing individual and collective (as standard, the employee will be evaluated
on what they achieved or not achieved. During the recent years, the talent
assessment has started based on the results of behavior)
3. Developing talent ("6B" Toolkit including Buying: recruiting, sourcing and tied
talent to the organization; Building: staff development through training, real job
and life experiences; Borrowing: Putting knowledge into the organization through
consultants or partners; Bounding: Appointing the right people in key positions;
Bouncing: Eliminating the redundancy and weaknesses; Binding: Retain talent).
4. Monitoring and detection, capacity development (besides the property is assessed
by the amount of money they generate for the company, also be assessed through
the ability to create the talent).
"Talent is the people who are capable of doing good work today, and especially for
the future. There will be very wrong to just compare achievements of the past to
determine who is talent. We must looking forward to see in the future which people
organizations will need" Dave Ulrich emphasized.


The capacity is not enough without commitment. Commitment means employees are
willing to dedicate themselves to the success of the company. In fact, there are very
good, smart, fluent in but do not "do" or do not go away, they themselves should
ultimately create unvalued and contribute nothing.
According to Dave Ulrich, people will often "hard" as they "create value for the
organization and receive the value from the organization." "Value" can be:
1. Vision: Objectives and direction;
2. Opportunity: The ability to grow, develop and learn;
3. Benefits: Reasonable salary and bonus;
4. Impact: The result or work performance;
5. Community: Co-workers, managers and leaders - those who build community;
6. Communication: Always know what is happening and why;
7. Flexibility - Working environment: Given the choice and flexibility in working
Previously, when evaluating talent, we usually stop at two factors: capacity (ability to
work) and commitment (the wills). However, with the current and future human
generation, as long as there is not enough talent there to be known and recognized
dedication. This means that they must be aware of the meaning and purpose of their
work, even as Dave Ulrich stressed, they also need to get the "freeze", the "fullness"
in life and work .
That would achieve the same with organizations and individuals to answer 7
1. I AM KNOWN FOR WHAT? Each one is expected to "shine" in the company.
Therefore, the task of leaders is to help employees recognize strengths and
create conditions for them to be doing the right job. Only when the new
employee is promoted creativity and build their own "brand" in particular.
2. WHERE DO I GO ON? This question helps to build an organization in which
each person feels their life has purpose and clear motivation. In such

organizations, employees are aware that they are doing meaningful work
(creating value for society), not just to make money.
3. WHO DO I WILL GO WITH? This question emphasizes the value and
importance of team work and relations of employees. Leaders need to build a
team where each member trust, respect and support each other.








ENVIRONMENT? Related to corporate culture, leaders can choose the
positive value they desire cheer in their organization and build it into a culture,
and a common operating system for everyone.
make the new vision, which clearly drawn and staff recognize the opportunity
to learn and grow. The discovery of talent is now not only based on "they can
complete their task or not", but also "likely to undertake new challenges or
be able to deal with increasingly volatile environment, leaders need to
encourage the spirit of learning and steadfast in their organization, and must
find a way to "re-use" of ideas instead of "elimination".
7. WHAT MAKES ME HAPPY? "hate" culture, blame tends increasingly
popular (even the company deliberately created rivalries, conflicts between
staff and see it as the engine of growth). The leader need to create cultural
problem solving, listening, understanding within the organization. Thus, new
employees feel to live in a comfortable environment, strong (mentally and
physically) and not too much stress as it is now”.
In "3C equation" as mentioned above, three variables are connected to each other
exponentially, not arithmetically. That is, if a variable is lost, the remaining two
variables will not be replaced. For example, people have less capacity will never
be "talent" even when he has the dedication and hard, and vice versa. In other

words, the talent must have the skills, the wills and purpose and must be made
through the work, dedication and hard.
Talent is the most important asset of the company. The employee's departure will
lead to better range of issues such as tamper organizational whose structure is
stable and the company lost a lot of time to waste and costs to remedy, loss of
significant customers, loss of trade secrets, know-how and technology; affect
psychological and productivity of the team and the company, ... so how to attract
and retain talent for the company? Here are some strategies should companies do
to attract and retain the best employees:
Rating managers
Measuring 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,
help them. Using the method of evaluation and assessment tools to find out why
the manager becomes the element off staff, then train them to help them to be
come better leaders. Good management is the decisive factor for employee
Building recognition cultural
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: thanks,
employee of the month awards, certificates, ... positive recognition will help
creating a productive working environment.
Creating an fair competition environment
Creating a working environment where employees are normally encouraged. To
achieve this, there should be an open workplace communication, spiritual
atmosphere of cooperation and trusting. Talk to the employees, tell them where the
company is heading and the plan to achieve it. Also remember to mention the
importance of their role in the plan and explained that they are indispensable

elements to make the company successful. If you want others to trust yourself,
trust themselves firstly. Give others an honor and they will not disappoint you.
Creating an environment for personal growth
The applicants now want the opportunity to develop themselves and continue to
hone skills, abilities and experience. Investing 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.
Making good impression
The next thing would make employers hard: employee salaries and benefits
provided them 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 enough savings to pay for the talent if retained another company to pay
them higher wages? Certainly not. Make a good first impression and know that
you have to pay them at the highest level you can be in their position. As each
individual advancement, their salaries are adjusted accordingly. Getting to know
the value of each job and soon pay they deserve.
Putting right people in right position
Ensuring that employees are put in suitable place 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 the assessment methods to determine the
requirements of each job based on ability, interests and personality fit, then use
this information to place its employees on the work that they accomplish.
Creating compelling challenges

The favor or "pampered" by the job can simply make employees feel boring.
Meanwhile, they will gradually lose creativity, interest and motivation to work.
The smart managers will always provide them with compelling challenges as a
project in a new area that they are interested or time limit for completion of work.
Emphasizing the importance of employees to the company
Employees will feel committed to the company if they feel they can contribute to
the development of the company to a higher level. So, talking to staff about the
importance as well as their compatibility in the long-term strategic plan of the
department or company.
Actually empowering subordinates
As a leader, make sure to have the vision, the ability to identify opportunities,
ability to plan and implement. But one thing leaders can not ignore is the sense of
the importance of seeing 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 do their job and not "spying" or harass them.
Managing transparent human-oriented
Management oriented people will help staff optimizing the ability if the manager
creates rewarding creativity and dare 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 company.
Manage a transparent means to share leadership with the staff about development,
the actual situation as well as the challenges and opportunities that the enterprise
is facing. By openly communicating, the decision will now be the consensus and
support of staff. Employees need to understand the responsibilities, their rights and
know that the goals must be achieved along with the company.
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 the company improve their competitiveness.

Almost of us are keen to have a rapid assessment method, easy and less expensive
to retain talent. But this is impossible. Attracting and retaining talent can take
time, effort and money. By adopting the above strategy, the company can avoid the
reasons of leaving and decided to keep the organization's success.

Tài liệu bạn tìm kiếm đã sẵn sàng tải về

Tải bản đầy đủ ngay