A lot of people are under the false impression that talent management is an easy task. But if that was true, then the disengagement and employee turnover rates wouldn’t be at such odds as is at present. Because a lot of lazy managers are under this false premise of the ease at work, so when things go south, they tend to rely on the easiest solutions at hand, such as handing out pay raises or bonuses. This is an expensive blunder without long-term impacts. Such managers are also prone to being influenced by the latest managerial talk. This explains the phenomenal rise in management literature on this topic through blogs, podcasts and webinars. The best solution to disengaged employees is not to ask them the reasons for the same, but to understand that there may be certain flaws in the management itself. Likewise, they must study the veracity of management tools, and only consider those appropriate for the said situation. Management may actually be one of the major causes for any lack of talent retention.

Source:https://hbr.org/2018/11/dont-let-lazy-managers-drive-away-your-top-performers

Uploaded Date:27 November 2018

Revered publisher and comic book writer Stan Lee, was an arch exponent in the art of talent management. He knew how to get the best out of people, especially creative talents. He had an eye for talent, in the same way as Jon Stewart or Alice Waters have, so are called super bosses. The first thing in his armory was to keep talent busy as that ensured engagement at work. So, he often ordered extra work and paid for it even when there was no need for it. He also knew that talent must never be censored too heavily or else their creative juices would get wasted. Stan Lee was always the first to assign credit when due. He always remained steadfast in his belief on dreaming big.

Source:https://hbr.org/2018/11/what-stan-lee-knew-about-managing-creative-people

Uploaded Date:26 November 2018

There exist all kinds of dysfunctional leaders, but they can broadly be categorized under four types. These dysfunctional characteristics can be cured, thanks to the eroding stigma around mental health at the workplace. The right management training being provided, can reverse such tendencies. The first such type is narcissistic leader, which as the name suggests, is a highly self-important person, who loves oneself. Then there is the bipolar leader. These are often most dangerous, as they are unpredictable and move from one extreme to another. The third type is the obsessive-compulsive leader. He is someone who is meticulous, detailed and often cautious. Problem with them is that, due to the intricate details focused one, they miss out on the bigger picture. The last such variety is the psychopathic leader. This is a person who tends to be a bully, and goes out of his/her way to torment the team members. Such people are extremely hierarchical and do not pay heed to others’ views. It is such leaders who are in most need of executive coaching.

Source:https://knowledge.insead.edu/leadership-organisations/the-four-types-of-dysfunctional-executives-and-how-to-handle-them-8806

Uploaded Date:23 November 2018

Contrary to the perception by many, increased adherence to labour welfare and environmental standards actually has a positive effect on the business. And this trend is the strongest in the apparel industry, long cited to be one of the most unfair ones. Business research conducted by professors from the MIT Sloan and Brown universities have confirmed that there is in fact a four percent upturn in business. Improved compliance saw a ripple-off improvement in securing better contracts from suppliers. There has in fact been an anti-sweatshop movement in the USA, led by students boycotting goods of companies not deemed ethical enough in its labour treatments. Even giants such as Nike have had to retrench from their positions thanks to such societal movements.

Source:http://www.mitsloan.mit.edu/ideas-made-to-matter/factories-get-more-business-when-they-treat-workers-right?utm_source=mitsloantwitter&utm_medium=social&utm_campaign=factories

Uploaded Date:23 November 2018

Certain people in any team, always tend to come up with novel ideas. Such ideas can be termed as the seeds of innovation. For team leaders, it is often a challenge, how to motivate these kind of employees to get the bets out of them. For this to happen, these employees need to be assigned the right roles where their innovative juices can make an impact. The team must be built around them, instead of them being fitted around set roles. Business innovation must be rewarded. Innovative people are often known for certain idiosyncrasies. These need to be tolerated up to some point as that is what sets them unique. They may be non-conformist and individualistic at times. Such people need challenges at all times to spur them on. Pressure must be exerted, but not too much of it as that may break the fragile balance between innovation and productivity. The talent recruitment must be geared specifically to bring in cognitive diversity to the team. The leaders must above all be humble, weeding out most elements of narcissism.

Source:https://hbr.org/2018/11/motivating-your-most-creative-employees

Uploaded Date:17 November 2018

There is a need at present for agile managers. Across regions, tenures, industries, company sizes and functional specialties, business research was conducted by McKinsey to gauge the moods of the people. It merged that 37% of the respondents’organizations were carrying out such transformative exercises and another 4% have already implemented these changes. The agile workplace has smaller empowered teams divided known as squads. Management roles are allocated for this system, different to the traditional ones. On top is the chapter leader who heads functional levels. Then there is the tribe leader whose role is akin to the traditional general managers. They ae often termed as mini-CEOs. The squad leaders meanwhile are not bosses in the traditional sense, but coordinate the activities of their team members.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/the-agile-manager

Uploaded Date:15 November 2018

A professor at the London Business School learnt some major life and work lessons while he was suffering from cancer. He understood on how focusing on the positive always brings value. This happened when he realized the chemotherapy was actually medicine and not poison. He also started identifying with certain stories. These stories sound particularly fascinating during talent recruitment rounds as extrinsic requirements are on the line. But gradually, one needs to start improving the storyline and come up with a better one. The story must not remain theoretical though. One needs to match personal behaviours to the story. Of course, one’s own story may never be objective in the full sense. But, it ought to give a certain direction.

Source:https://hbr.org/2018/10/the-most-powerful-lesson-my-cancer-taught-me-about-life-and-work?utm_campaign=hbr&utm_medium=social&utm_source=twitter

Uploaded Date:12 November 2018