Why trying to find good employees and develop leadership qualities come to nothing. The publishing house “Ideologica” published a translation of the notes of the Professor of business psychology Tomas Chamorro-Premuzic and HR Director Red Bull Adam Early.
In 1998, the results of the McKinsey study, experts announced that the coming “war for talent”. In subsequent years, they said that the success of organizations will depend on how well they are able to attract, develop and retain talented employees.
Today this war is apparently lost on all fronts. Indeed, many staff are allocated their work and make a decisive contribution to their organizations. But each person who does this, have a lot of those who are busy in part, are inefficient and just unhappy at work.
Now most people are dissatisfied with their job and are looking for other options. In the past few years, LinkedIn estimates the figure somewhere between 45% and 60% of the more than 400 million users. Some recruiters believe that the so-called “passive candidates” make up 75% of workforce.
Just imagine that three of the four people who are in a long term relationship, I look to the side in search of the best option. When so many employees in the company is low valued their jobs, it is not surprising that many of them want to work for themselves — even in countries where there are many opportunities.
In the US people who work part time freelancing, saying that he would like to leave work at the office and work a full day, if not for the instability of income and some other factors. It is obvious that the flexibility and the possibility of more meaningful work is very tempting.
Self-employed people willing to work longer and earn less, explaining that traditional jobs so do not meet the requirements of employees, and that they agree to a pay cut just to get away from this. Young workers are often disappointed with traditional career growth and are offended by the idea of becoming entrepreneurs. But the statement that the intensification of all these entrepreneurial ambitions will prove to be a useful weapon in the war for talent – is doubtful.
Ten years ago, Scott Shane cited data that only 30% of start-UPS live longer than 10 years, less than 10% grow, and just 3% grow substantially. All this doesnt stop corporations from trying to attract entrepreneurial talent. Giants such as GM and Goldman Sachs, are experimenting with the introduction of start-up culture inside of large corporate structures, hoping to attract disintegrants that can change the status quo and innovate.
But even when large companies like these are hiring business talent, we often try to control and limit their. Instead of winning the war for talent, organization, it seems, are at war with talents, pushing employees better than their Cycling skills.
The result is a highly inefficient labor market, where most companies complain about the lack of talent, and most of the employees at my mindless job. Both sides lose. What can organizations do to improve the situation.
Which means the transition from intuitive to scientific methods of evaluation and refocusing on proven performance, the basic characteristics of a good employee. The usefulness of in cooperation, ability and willingness to work hard.
Instead, organizations are guided either by intuition, or overly complicate the matter, coming up with long and inconsistent system of evaluation of professional qualities, which do not take into account the main factors of successful work. Amateurish prejudice selection methods.
Unstructured interviews and analysis summary in the end prevail over the more accurate tools like evidence-based assessment of personality and cognitive ability and structured interviews. Incredibly, studies show that there is a strong negative correlation between amount of money spent on leadership development (in the United States is more than $14 billion a year), and peoples confidence in their leaders.
One reason is that leaders often do not receive negative responses, even in educational programs. We are so used to develop strengths, weaknesses remain unaddressed. Features of human psychology to increase this problem. People tend to appreciate their talents too favorably, especially after realizing the measures of success.
Contrary to what most people think, leadership is not the quality one head, and the result of team work. A recent survey conducted by Professor MBA, showed that although the students rated their leadership skills as the most important skill demanded in the labor market, recruiters will put them closer to the end of the list.
Any effective coaching intervention should be focused on things that improve the efficiency of the team or organization. They, not the leader, are the true clients in a well-designed coaching activities.
The better people understand their strengths, limitations and interests, the more intelligent career choices would you make. They more love their work will work better and will remain with the company longer. Introspection is highly underrated amp talent as he helps to find jobs that actually match the values and skills.
Talent is largely the right person in the right place, and most of the problems of personnel management are resolved as soon as the right person gets the right job. But organizations cant shoulder the brunt of these matches.
So the people themselves make the best choice, they need some data, and in recent years attempts were made to democratize personal assessment, for example, free career assessment. In other words, the war for talent in part is personal.
If organizations want to change the current trends and begin to unleash human potential, then the best thing they can do is to help people better understand their own talents and limitations. Related articles: