Managers As Talent Magnets – Building a Progressive Organization

As the world experiences uncertainty, be it in technology, markets, talent, or the opportunity scenery, organizations continue to grapple with managing human capital challenges in terms of acquisition, engagement, retention, and career planning. People will not shine in their careers unless they understand their meaningful strengths and analyze them, or their lacuna, further. In doing so, they can enhance and deliver greater results. For many employees, the case of “No news is good news,” can be quite shared as they only get to hear if things go wrong. Feedback is extremely basic for improving and perfecting performance, but if we do it in a constructive way, it acts as a highly motivational and life-changing exercise.

There are many ways of engaging and developing talent in organizations. A Performance Management System is one of the most trusted ways an organization can measure and estimate best performance practices, and sustain the future development of its people. Every specialized needs to know where he/she stands in their job performance. While every individual awaits his/her performance feedback at regular intervals, feedback is related to many aspects of overall development, such as knowledge, skills, abilities, attitude, behavior, values, etc. Human capital is the most basic component for business success. If you are a leader who is serious about improving your capacity to attract the best talent, you need to develop the habits of a true talent magnet.

Performance management is a course of action where the manager and employee work together to plan, act, and review an employee’s goals and overall contribution to organization building. Performance management is the continuous course of action of setting objectives, assessing progress, and providing on-going coaching and feedback to ensure employees are meeting their objectives and career goals.

As a recipient of performance feedback, it’s extremely basic to understand feedback in the right perspective. Here are a few basic guidelines for performance appraisal:

  1. It’s an opportunity to present your achievements and highlight development areas in the right perspective (accurate self-assessment)
  2. Evaluating objectives vs. measurement criteria related to a job/project
  3. Measuring behavioral/values in a specialized ecosystem
  4. It’s an instrument which facilitates the receipt of both positive and negative feedback, and helps takes corrective action for self-development
  5. Appraisal also focuses on competence development; not only performance evaluation/review

meaningful Strategies to Become a Talent Magnet:

1. Be a TOP (Trust, Openness, and Purpose) Manager

Organizations, leaders, and teams need to develop a strong sense of trust among each other to unprotected to collective results. Considering that most employees use their time at work, strive together, they often have work in multi-module, multi-modal, and multi-geo teams with responsibilities sharing characteristics onto other people for their contribution.

Trust form

ABCD (Able, Believable, Connected, Dependable) is a very powerful and credible form for building TRUST in teams. As managers/leaders, we should have demonstrable competence, and the ability to connect, coach, and excursion results.

Build and nurture an ecosystem where your behavior, actions, commitments are consistent, helping build credibility among your teams. People trust credible leaders because people will believe in your abilities, judgement, and actions. It’s also extremely important not only to be fair, but also seen as fair in all your actions, always.

Another important aspect of building trust is to invest in developing connections with teams beyond work, as being a manager method you need to open an emotional bank account with meaningful investments in your teams. Over a period, your investments will provide meaningful, high dividends. Trusted managers do not hesitate to deal with any situation, be it difficult customers, conflicts in teams, crucial conversations, etc., as teams believe that a manager will step up and deal with such situations. They will see you as someone who does not hesitate to make tough decisions, and can work on creating a thriving work ecosystem.

2. Be Real/Be Honest

The most talented people are attracted to leaders whom they can trust, and role models they want to emulate. consequently, ask yourself this question: “Why would any real talent want to work for me?” As managers, it’s very important to focus more on contributions of the employee and proportion the overall feedback on how best they become already better in their jobs instead of just basic incidents, numbers, ratings, and what the person did not do. While working on the annual appraisal of your employees, it’s extremely basic to be REAL AND HONEST in your assessment. You need to focus on covering the complete gamut of performance and not focus too much on recent events which may positively or negatively affect the overall performance. Today’s specialized is extremely aware, smart, and well-informed. It may not be possible for managers to evade certain questions, if one is not fully informed about the progress of his/her team member. Not being honest, upfront, and real with employees about their performance in appraisals clearly becomes a controversial point for disagreements.

3. Be a SMART Manager

As managers, we need to create continuous value for individuals and organizations. It’s vital to be a SMART (Specific, assessable, Achievable, Realistic, Timely) manager in your overall objectives, goals, and results. SMART managers demonstrate specific attention to detail on each team member’s performance, on a continuous basis, and works by regular one-to-ones to establish an emotional connect with employees. When the rules of engagement are well established, we can create well-performing teams. Use your courage to stand by your values, your reputation as a great manager/coach, or your soft strength to bring opposites together. Then, set clear expectations from day one of what you are willing to do to help employees learn from you that which they can’t learn from anyone else. And tell them what you expect them to do to succeed in their career. Remember, you do not get what you expect, but you get what you inspect in a timely manner.

4. People-First Approach

The success of any company can be measured by the engagement/happiness quotient of its employees. What worked in the past may not work now or already in the future. The good, old practice of customer-first is of the past era. The employee is the epicenter of progress, growth, and success. As managers, if we surround ourselves with highly-talented, ambitious, passionate, committed, kind, and genuine people, we are assured of success in at all event we do. If we take care of our employees better than anyone else, they are bound to deliver extraordinary value to customers, managers, and organizations. We have the dominant responsibility of adding meaningful value to our team members by structured reviews, timely and continuous performance feedback, genuine appreciation, practiced meritocracy, and effective coaching. Life is work, and work is life, and both are interesting and challenging. The need of the hour is to integrate both and bring out the passion for success in life.

5. Career Mentors

A manager as a mentor is about providing constructive feedback, direction, and kind-hearted advice. Mentoring is a journey and not a destination, and it’s a long course of action which involves intense participation and dedication. It is based on mutual convenience, commitment, and involvement in self-discovery and continuous learning. As a Manager, the dominant role is to make the other person succeed in his/her specialized life. regularly, find time to have white-space discussions not focused on immediate responsibilities, but focused on a long-term career. Discuss ways, methods, and method for employees to progress in their specialized journey and unprotected to their dreams.

In a nutshell, employees are the most vital and irreplaceable human capital for the progress of any organization. Managers and leaders alike have the great opportunity and responsibility of developing people who shoulder the responsibility of driving the new economy. Aim not to teach, but to inspire!

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