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Collaboration and Innovation:
Best Practices for Today’s Organization
Oct 28th, 2008
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Talent Management Magazine's Strategies 2009:
Innovation to Impact
February 23rd — 25th, 2009
The Ritz-Carlton, Laguna Niguel, Dana Point, California
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Published February 2008
The challenge for businesses is clear: To get and maintain a competitive edge, organizations must not only attract customers, they must attract and engage the most talented employees. The quality of the relationship between managers and direct reports defines an employee's level of engagement, discretionary effort and loyalty to the company.
People do not leave organizations; they leave managers. The quality of manager-employee relationships depends on the quality of the management practices each manager uses. Talented employees will look for greener pastures when they have to endure deficient managers who:
It is the manager alone who is the greatest catalyst for exceptional employee performance. The evidence can't be any clearer. A recent global workforce study of 90,000 employees in 19 countries conducted by global professional services firm Towers Perrin showed:
Assessments: Who and What?
The critical influencer of whether employees are engaged is how individual managers and supervisors behave, and the impact of effective talent management practices is staggering.
Companies employ a wide variety of employee assessments to try to ensure managers will make an effort to attract good people, develop their strengths, and retain sustained, high levels of performance. Generic 360-degree assessments are often utilized as a tool to gauge a wide variety of characteristics in the workplace that hopefully correlate with talent managers' efforts to execute these tasks. But because of the wide range of information available, all too often managers are swamped with data and scores that:
Alternatively, talent managers may want to limit the surveying of management practices in favor of an assessment of each manager's direct employees for the following reasons: