{"id":100,"date":"2019-12-01T08:58:55","date_gmt":"2019-12-01T08:58:55","guid":{"rendered":"http:\/\/winatalent.com\/blog\/?p=100"},"modified":"2020-12-20T13:56:48","modified_gmt":"2020-12-20T13:56:48","slug":"how-to-manage-top-talent","status":"publish","type":"post","link":"https:\/\/winatalent.com\/blog\/how-to-manage-top-talent\/","title":{"rendered":"How to Manage Top Talent"},"content":{"rendered":"\n

Every\ncompany has a program designed to help its high-potential individuals thrive,\nas they can have an enormous impact on future business results. Top talent is highly\nsensitive and easily lost. Therefore, retaining and managing it is vital. These\nindividuals can be freelancers or full-time employees, this does not affect the\noverall outcome and solutions. Establishing a successful client-freelancer\nrelationship or an employer-employee relationship is the first step is\nretaining top talent.<\/p>\n\n\n\n

On\nthe other hand, job-hopping is a trend that affects all organizations. According\nto the U.S. Bureau\nof Labor Statistics\u2019 data in 2018<\/a>, American workers are changing jobs every 4 to 4.3 years. For younger\nworkers, it is every 2.8 years. <\/p>\n\n\n\n

Here are 4 tips to retain top-end talent and establish a successful relationship with them:<\/p>\n\n\n\n

  1. Support employees\u2019 growth<\/strong><\/li><\/ol>\n\n\n\n

    The\nmost important reason cited by younger workers for job-hopping is growth. They want\nto experience a diverse workplace and enhance their personal and professional\nskills. <\/p>\n\n\n\n

    Providing\nemployees with meaningful and challenging work and giving them sufficient feedback\nwill keep them committed. Engaged employees want to make sure they are not\nwasting their time. They appreciate helpful performance feedback.<\/p>\n\n\n\n

    Driven\nemployees are constantly pursuing development and growth. Good managers value\ntheir employees\u2019 goals and aspirations. They indulge them in the projects by\ngiving them information and asking their opinions. If the employees feel like\ntheir perspectives are considered, they will work harder and provide more\nvaluable input.<\/p>\n\n\n\n

    The biggest obstacle for top-end talent is the lack of opportunity. They stay motivated by anticipating bigger challenges<\/a> continuously. If they are not provided with enough of them, they will simply seek them somewhere else. It is better to lean towards providing top talent with more possible opportunities than less. As might be expected, this is something to handle with care. If the potential employees receive more opportunities than they can handle, they will face derailment and consequently blame their managers for that.<\/p>\n\n\n\n

    1. Keep the employees engaged<\/strong><\/li><\/ol>\n\n\n\n

      In a\nsurvey done by the Corporate\nExecutive Board in 2004<\/a>, more than one in ten employees are fully disengaged. These\ndisengaged employees are four times more likely to leave the organization than\nthe average employee. Keeping employees and top talents engaged is keeping them\ncommitted to the organization. These individuals can outperform their peers.<\/p>\n\n\n\n

      One\nsolution to avoid disengagement, especially in top talents, is having well-structured\nproject management. Project management is the process of initiating, planning,\ncontrolling, and closing a project to achieve specific goals in a specific\namount of time. Involving the high potentials in different stages of the\nprocess will keep them intrigued. Some companies send e-mail updates concerning\nfirm performances and changes in plans. Some even keep their young potential\nleaders engaged by inviting them to quarterly meetings with high-level\nexecutives. <\/p>\n\n\n\n

      It\nis also important to build a high company culture. Company culture defines the\nenvironment in which employees work. It includes ethical values and behaviors\nthat form the unique social and psychological environment of a company. For\nexample, some companies use a storytelling practice to build a high company\nculture; leaders design a story that relates to their challenges and opportunities,\ntell the story to the employees and receive feedback, tailor the story for each\nspecific audience, and then, re-tailor it for specific objectives. <\/p>\n\n\n\n

      Individuals\nwith higher potential are more aware of their firm and its leaders. Research\nshows that confidence in their managers\u2019 abilities is one of the strongest\nfactors in keeping the top employees engaged. Therefore, managers have to keep\nthe employees engaged by proving their competence. If the managers are\ncommitted enough, so will be their employees.<\/p>\n\n\n\n

      1. Value the top employees as individuals <\/strong><\/li><\/ol>\n\n\n\n

        Every\ntop talent strives to be a unique individual. Treating them as members of a\nparticular class will only discourage and disappoint them, even if the class is\nan exalted one.<\/p>\n\n\n\n

        For\nexample, if a top employee asks for maternity leave from a manager and the\nmanager responds by saying things such as \u201cyou are a top employee, you are free\nto do whatever you want\u201d, the employee is likely to walk away looking sullen. Instead,\nthe proper response would be \u201cif maternity leave is what you need right now, we\nsupport you 100%\u201d. This way the employee will feel valued and unique. <\/p>\n\n\n\n

        1. Compensate fairly <\/strong><\/li><\/ol>\n\n\n\n

          Compensation\nincreases employees\u2019 effort and their intent to stay in an organization. If the\ncompensation fee is not fair, the companies might lose their top employees to\nother competitors that offer a higher wage. <\/p>\n\n\n\n

          Rewards, raises, and promotions are also a good motivation for top employees. Of course, they should be in line with the employees\u2019 contributions and effort. <\/p>\n\n\n\n

          Compensation\nis the last factor on the list because if the previous ones are neglected, it\ndoes not matter how much payment is made, it will not be enough to retain the\nemployees.<\/p>\n\n\n\n

          \u201cTop talent\u201d designation is not an acknowledgment for past or present achievements; it is mainly an assessment of future accomplishments. A firm\u2019s most talented employees can have significant positive effects across the business. But when top talent is unengaged, unchallenged, or unrewarded, these individuals can cause serious malperformance. Therefore, they need to be properly managed by competent leaders who cultivate and nurture them. Naturally, organizations should avoid delegating down their talent management.<\/p>\n\n\n\n

          Our platform offers access to top agile talent<\/a> who are willing to help you with your technical needs. don’t forget to tell us about your requirements.<\/p>\n","protected":false},"excerpt":{"rendered":"

          Every company has a program designed to help its high-potential individuals thrive, as they can have an enormous impact on future business results. Top talent is highly sensitive and easily lost. Therefore, retaining and managing it is vital. These individuals can be freelancers or full-time employees, this does not affect the overall outcome and solutions. 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