How to retain talent in your team
26 November 2009
Read by 2451 persons
To prevent your executives from leaving, you must offer them career opportunities. Preserving your talented employees is essential to get through the crisis and be ready for the economic recovery. Here's an overview of what to do and what not to do to achieve this.
Identifying talent: Talented employees are the company's greatest asset, especially during a crisis. With equal financial resources, the competition between two teams is played out in terms of the skills of its members. Not to mention your competitors who are on the lookout for signs of demotivation from your rare gems, hoping to attract them to their companies. But to keep them, you must first have identified them. This is the manager's role.
Characteristics of talent
To identify high-potential employees within your team, you must first know what characterizes them. These are employees with know-how, interpersonal skills, or expertise that is difficult to find on the market. They must therefore perfectly master the technical skills for which they were recruited and know how to use them when needed. But this is not enough. To be a high-potential employee, they must also develop their "soft skills". These are the "skills of the personal dimension, constituted by the know-how and savoir-faire useful for problem-solving and cooperation within a group", according to the authors of "The Alchemy of Talent", Yves Blanc, Catherine Foix and Mathieu Maurice.
Detecting high-potential employees
To detect talent, the simple solution is to put employees in a situation. "Directly confront the person with an aspect of their environment where their reaction capabilities are expected," advise the authors. Thus, during the crisis, some talents are revealed by their ability to adapt and react. "It is sometimes necessity that creates talent, and we are surprised by what some are capable of doing when their talent awakens," analyzes Yves Blanc.
Be transparent and listen
Once you have identified your talented employees, you must implement very frank internal communication. Through this close management, the high-potential employee will become more and more involved and feel more responsible for the survival of the company.
Say everything, even what is unpleasant
"Transparency of information is always important, but it is even more so during a crisis," emphasizes Yves Blanc. Indeed, transparency, a sense of dialogue and some visibility on the future, reduce anxieties. Don't forget that employee trust can be strengthened or lost during this period. You must play the card of openness and frankness to preserve talent. If you have to announce bad news, do it. "You have to have the courage to say that the situation is bad," advises Yves Blanc. Indeed, when you don't have an immediate answer, sincerity is always appreciated. Bring together all the people concerned to give them identical information, being as concrete and precise as possible. You can also create places for exchanges (seminars, intranet, company newspaper, etc.) to answer all your employees' questions.
Pay attention to the questions and concerns of high-potential employees
Talents are looking more to be reassured about the future. They need to feel that you are accessible and approachable. "Listen to your talented employees to understand their problems and know their expectations and try to respond to them as best you can," recommends Yves Blanc. Indeed, during this period, it is essential to continue to understand their points of view, to stay in contact with them, proof of the importance you attach to them. It is this proximity that makes it possible to defuse any discouragement and to recall the common objectives.
Offer career opportunities to your talents
If you don't want your executives to succumb to the sirens of competition, you must be able to offer them career opportunities.
Train your employees
Discuss with them their vision of the company, their feelings and how they see themselves in the future. Managers who are not attentive will see their most valuable employees leave. "It is necessary to continue training efforts," advises Yves Blanc. Indeed, talents attach particular importance to training opportunities, which must now apply throughout their careers. They want to continue learning and developing. You must therefore identify the strengths and areas for development of your employees to establish career projects that are likely to excite them. The needs are not necessarily the same for everyone, therefore, making bespoke arrangements is essential.
Maintain their motivation
Make sure they don't get bored. Indeed, with the crisis, contracts may be blocked due to lack of funding. In case of demotivation, it is up to the manager to make their hierarchy aware of the problem, in order to obtain interesting files for their high-potential employees. Motivate your talented employees by offering them new skills or new projects that will push the boundaries of their sector.
Let them take initiatives
"The manager must encourage perseverance through constantly reviewed and adjusted objectives and must not set a level of expectation that is too low, unstimulating, without real follow-up," explain the authors of "The Alchemy of Talent". Moreover, in times of crisis, managers generally feel the need to control more. You must also exercise great caution here, especially with high-potential employees. Their need for autonomy and independence must be respected; it is a real source of motivation for them. Give them advice while leaving them room to take initiatives.
Recognition, again and again
Many managers have difficulty admitting that the good performance of their employees must be systematically rewarded. A compliment costs nothing and is an excellent way to motivate your troops. "If an employee has done a very good job, you have to tell them," advises Yves Blanc, "this regular feedback is likely to retain this talent." Measure and reward performance objectively so that the main high-potential employees are recognized. You must therefore be vigilant. Indeed, by minimizing the work done, you risk driving away your employee.
Mistakes to avoid
Talents want to be considered as a force of action and proposals on a daily basis and especially in the current context, where they critically judge their managers. It is therefore useful to know what mistakes not to make. You must ignore rumors. You absolutely must not let half-truths circulate in your team. To do this, you must be present as often as possible to immediately defuse hallway talk. If a false rumor is circulating about the company's financial situation, you should nip it in the bud immediately, as one of your talents may quickly go elsewhere. Similarly, if a talented employee is the victim of unjustified criticism, you must defend them and show them your trust: always listen to your high-potential employees before paying attention to what outsiders say.
A manager who does not support their employees quickly loses their esteem. It is important that you are with them, and even more so in this turbulent period where work is difficult. "The manager must keep their team united by building solidarity among its members," recommends Yves Blanc. It is as a team that we overcome challenges and find solutions. So let's make way for exchanges that will stimulate dynamism and creativity. This concern for the collective has another important advantage: it mitigates individualistic attitudes.
Lack of exemplarity
Don't forget that as a manager, you must set an example, especially when you ask them to make efforts (cost optimization, reduction of expense reports, etc.). During a crisis, talented employees relate even more quickly between words and actions, including on details. You must therefore ensure that your instructions are applied to everyone without exception.
Published on November 22, 2009
Posted online on November 29, 2009
lematin.ma
Identifying talent: Talented employees are the company's greatest asset, especially during a crisis. With equal financial resources, the competition between two teams is played out in terms of the skills of its members. Not to mention your competitors who are on the lookout for signs of demotivation from your rare gems, hoping to attract them to their companies. But to keep them, you must first have identified them. This is the manager's role.
Characteristics of talent
To identify high-potential employees within your team, you must first know what characterizes them. These are employees with know-how, interpersonal skills, or expertise that is difficult to find on the market. They must therefore perfectly master the technical skills for which they were recruited and know how to use them when needed. But this is not enough. To be a high-potential employee, they must also develop their "soft skills". These are the "skills of the personal dimension, constituted by the know-how and savoir-faire useful for problem-solving and cooperation within a group", according to the authors of "The Alchemy of Talent", Yves Blanc, Catherine Foix and Mathieu Maurice.
Detecting high-potential employees
To detect talent, the simple solution is to put employees in a situation. "Directly confront the person with an aspect of their environment where their reaction capabilities are expected," advise the authors. Thus, during the crisis, some talents are revealed by their ability to adapt and react. "It is sometimes necessity that creates talent, and we are surprised by what some are capable of doing when their talent awakens," analyzes Yves Blanc.
Be transparent and listen
Once you have identified your talented employees, you must implement very frank internal communication. Through this close management, the high-potential employee will become more and more involved and feel more responsible for the survival of the company.
Say everything, even what is unpleasant
"Transparency of information is always important, but it is even more so during a crisis," emphasizes Yves Blanc. Indeed, transparency, a sense of dialogue and some visibility on the future, reduce anxieties. Don't forget that employee trust can be strengthened or lost during this period. You must play the card of openness and frankness to preserve talent. If you have to announce bad news, do it. "You have to have the courage to say that the situation is bad," advises Yves Blanc. Indeed, when you don't have an immediate answer, sincerity is always appreciated. Bring together all the people concerned to give them identical information, being as concrete and precise as possible. You can also create places for exchanges (seminars, intranet, company newspaper, etc.) to answer all your employees' questions.
Pay attention to the questions and concerns of high-potential employees
Talents are looking more to be reassured about the future. They need to feel that you are accessible and approachable. "Listen to your talented employees to understand their problems and know their expectations and try to respond to them as best you can," recommends Yves Blanc. Indeed, during this period, it is essential to continue to understand their points of view, to stay in contact with them, proof of the importance you attach to them. It is this proximity that makes it possible to defuse any discouragement and to recall the common objectives.
Offer career opportunities to your talents
If you don't want your executives to succumb to the sirens of competition, you must be able to offer them career opportunities.
Train your employees
Discuss with them their vision of the company, their feelings and how they see themselves in the future. Managers who are not attentive will see their most valuable employees leave. "It is necessary to continue training efforts," advises Yves Blanc. Indeed, talents attach particular importance to training opportunities, which must now apply throughout their careers. They want to continue learning and developing. You must therefore identify the strengths and areas for development of your employees to establish career projects that are likely to excite them. The needs are not necessarily the same for everyone, therefore, making bespoke arrangements is essential.
Maintain their motivation
Make sure they don't get bored. Indeed, with the crisis, contracts may be blocked due to lack of funding. In case of demotivation, it is up to the manager to make their hierarchy aware of the problem, in order to obtain interesting files for their high-potential employees. Motivate your talented employees by offering them new skills or new projects that will push the boundaries of their sector.
Let them take initiatives
"The manager must encourage perseverance through constantly reviewed and adjusted objectives and must not set a level of expectation that is too low, unstimulating, without real follow-up," explain the authors of "The Alchemy of Talent". Moreover, in times of crisis, managers generally feel the need to control more. You must also exercise great caution here, especially with high-potential employees. Their need for autonomy and independence must be respected; it is a real source of motivation for them. Give them advice while leaving them room to take initiatives.
Recognition, again and again
Many managers have difficulty admitting that the good performance of their employees must be systematically rewarded. A compliment costs nothing and is an excellent way to motivate your troops. "If an employee has done a very good job, you have to tell them," advises Yves Blanc, "this regular feedback is likely to retain this talent." Measure and reward performance objectively so that the main high-potential employees are recognized. You must therefore be vigilant. Indeed, by minimizing the work done, you risk driving away your employee.
Mistakes to avoid
Talents want to be considered as a force of action and proposals on a daily basis and especially in the current context, where they critically judge their managers. It is therefore useful to know what mistakes not to make. You must ignore rumors. You absolutely must not let half-truths circulate in your team. To do this, you must be present as often as possible to immediately defuse hallway talk. If a false rumor is circulating about the company's financial situation, you should nip it in the bud immediately, as one of your talents may quickly go elsewhere. Similarly, if a talented employee is the victim of unjustified criticism, you must defend them and show them your trust: always listen to your high-potential employees before paying attention to what outsiders say.
A manager who does not support their employees quickly loses their esteem. It is important that you are with them, and even more so in this turbulent period where work is difficult. "The manager must keep their team united by building solidarity among its members," recommends Yves Blanc. It is as a team that we overcome challenges and find solutions. So let's make way for exchanges that will stimulate dynamism and creativity. This concern for the collective has another important advantage: it mitigates individualistic attitudes.
Lack of exemplarity
Don't forget that as a manager, you must set an example, especially when you ask them to make efforts (cost optimization, reduction of expense reports, etc.). During a crisis, talented employees relate even more quickly between words and actions, including on details. You must therefore ensure that your instructions are applied to everyone without exception.
Published on November 22, 2009
Posted online on November 29, 2009
lematin.ma
