Practice Building 101: Right-Fit Talent and Engagement

Right-Fit Talent and Engagement

By Mark Moore

Your employees make all the difference in your business. Your competitors might be able to obtain the same capital and technology you use, and they even might match your most creative pricing strategies. However, it’s difficult to recreate your successful business culture, value system, operating principles, leadership style, and management philosophy.

Simply put, your employees are your most significant business asset, and companies who can manage their employee assets have the competitive edge. When talent is matched with the right job, the amount and quality of work is more productive and positive, which ultimately affects the bottom line.

Talent, in its most simple business definition, is any individual who has the capability to make a significant difference to the current and future performance of the company. “Right-fit” talent is best described as a combination of abilities and attitude, used in the right place and the best way.

Every organization also should go through the exercise of differentiating their right-fit talent. Employees perform at varying levels; therefore, successful organizations must have a refined process that identifies top performers and those with potential to be top performers.

Top-performing employees are as also known as “A-players.” These employees consistently perform at a level that exceeds expectations. A-player talent is essential to any organization’s success.

“B-players,” or middle-level employees, consistently meet expectations, but don’t go far beyond that. They are solid, but not spectacular performers. Typically less than 30 percent of B-players can develop into A-players.

“C-players,” or the bottom-level employees, routinely fail to meet performance expectations. These individuals aren’t cutting it in the performance arena. Sadly, most organizations do not deal candidly with C-players, and many are allowed to languish, sometimes for years. The failure of these employees can have catastrophic results on both organizational performance and employee morale, so C-players must be placed into roles where they can perform at “B” or “A” levels or they must leave the organization.

Companies should take steps to identify their “A players” so they can effectively engage their talents and focus on employee retention, effective compensation and benefit offerings, continuing developmental activities, challenging opportunities, and promotions. Also, B-players with “A” potential must be identified so that they can be developed.

In addition to understanding differentiation of talent and how it fits into an organization’s culture, retaining talented employees is critical. Talented individuals want to be part of something they believe in and not just a large compensation package. Create a climate that promotes employee engagement, defined by a leading employee research and consulting firm as “the extent to which employees believe in the values of the company, take full pride in working for the company, are motivated to go the extra mile, and are committed.”1

 To attract and hold talented individuals, promote a culture of commitment that concentrates on vision, mission, values, and ambitious goals. Establish guidelines, principles and core values that are of intrinsic importance to those in the company. By sharing a common vision, companies can give their employees a sense of belonging—a “we feeling.”

Employee engagement is not a program to be implemented; it is an outcome that requires a top to bottom commitment. It is not a training initiative; rather it is a commitment throughout the organization that ensures that all human capital efforts, from recruiting to supervision and reward programs, align to support employee development and productivity levels.

In these difficult economic times, organizations are striving to maximize resources. Right-fit talent and employee engagement are key drivers to achieving consistent business results and creating a competitive advantage.

Mark Moore is the Co-Founder and Chairman of InnerScope Advertising Agency Inc. and has been finding innovative audiological solutions for the hearing industry for more than 30 years.

 REFERENCES

  1. Smart, B, and Alexander, G. (2008). Topgrading for Sales: World-Class Methods to Interview, Hire, and Coach Top Sales Representatives. Penguin Group, New York, NY.

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