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Radnor, Pa. — June 3
With top talent increasingly unable, or unwilling, to relocate for new job assignments, many companies now have succession plans that include a “develop in place” designation for high-potential employees, permitting them to telecommute, according to Salveson Stetson Group, a full-service retained executive search firm.
“The days of the traditional GE, high-potential career track, where an executive was asked to make five moves in 10 years, is over,” said John Touey, a principal with Salveson Stetson Group. “Instead, many companies are figuring out how to hold onto, or attract, top talent that can’t always relocate to company headquarters.”
Despite recognition that they may need to be flexible to attract talent, many companies struggle with the concept and practice of telecommuting, Touey said.
“Most employers are still formulating their ‘beliefs’ about telecommuting, particularly when it comes to senior executives,” he said. “Ideally, companies would like to have the executive on-site everyday, but they realize telecommuting may be the next best way to keep or attract talent.”
Companies that succeed with telecommuters are those that screen carefully before allowing an employee to adopt a remote work position and then are disciplined about keeping the employee connected and motivated, said Sally Stetson, a principal with Salveson Stetson Group.
Salveson Stetson offers these tips to companies considering a telecommuting arrangement:
November 2008
Small Changes, Big Results
Small behavioral changes produce remarkable performance differences.
November 2008
See You at the Talent Review
The real value in talent reviews is the discussion and collaboration, not the ritualistic review of data.
October 2008
What to Do About Performance Troublemakers
Individually, novelty, complexity and abstractness are performance killers. Together, they are even more troublesome.
September 2008
Stop Wasting Money on Training
The cost of inadequate workplace performance is staggering, but training, while a logical solution, is not always the answer.
October 2008
The Employee Survey: What's in It For Me?
Having an established Respondent Bill of Rights that can be communicated during the recruitment process can help set the proper expectations.
October 2008
Why Most Managers Are Stuck
Successfully transitioning into the manager role is not dependent on improving management expertise, but rather on changing one’s focus.
October 2008
Team Effort Pays in Talent at London Business School
At London Business School, a third of all staff positions are filled by internal candidates, which is an indication the school has had success in developing and retaining its staff.
October 2008
Hewlett-Packard: Simple Talent Management in a Technical World
When it comes to talent management, Hewlett-Packard is all about business — business strategy, that is.