There is a certain breed of people in the workplace who can be termed as ‘passive-aggressive’. These people aren’t aggressive at the outset but harbor emotions deep down which affect their actions. They display their aggression in a rather passive manner. These situations need to be dealt calmly by professionals. Often the person is himself / herself somewhat at fault. While the colleague’s behaviour cannot be changed overnight, a doze of management training on behavioral factors can probably ease the case. Often the two people may share the common boss. In those cases openly addressing the issue to the superior is always a positive step.

Talent recruitment in the IT industry is a particular challenge due to several constraints. Unlike other industries, technology here changes rapidly and makes certain skills sets obsolete well before due date. However, while technology may upgrade, employee turnover must remain stable. Corporate training in such cases must take care of employee upgrade with regards to technical skills. Constant chopping and changing of personnel due to technology changes is not the way. Recruitment that is presently being conducted must take care of needs five years down the line and so a futuristic thought process must be taken into account.

In the present business scenario, a critical element of talent management is to coordinate effectively with employees working remotely. Seven strategies have been identified by a respected publication in order to best do this. A multi faceted approach is ideal to this involving camera, mikes and software such as Slack. Daily scrums must be enabled across the globe to keep workers well connected. A bug tracker must be put in place so that issues may be tracked early and resolved immediately. Tools such as Google Hangouts or idonethis are ideal to confirm progress as this builds work momentum. Wrike is one tool which helps in project management as it enables a real time workspace with Facebook style networking possibilities. Similarly, the concept of video conferencing must be used up. Overall, communication is the lifeblood of such work styles and helps in removing mental blocks on remote employees.

A study was conducted to identify the segments of the workforce usually least engaged or committed. The understanding prior to the evaluation of results was that unhappy employees would typically be poor performers, possessing low skill sets, new recruits or inadequately educated. However, the results proved otherwise. In fact, the common string attaching all unhappy employees tended to be that they were in the middle of everything. They were middle managers with around five to ten years of experience. They feel they lack any unique appeal for the organization. They view the organization as ineffective and inefficient. In addition, they feel they are overworked, under-valued and their issues aren’t addressed on time. Unhappy middle managers do not see much scope for promotions and feel that their work lacks purpose. And then they also get bogged down by poor leadership. This is where management training programmes are needed to be effective. Employees must be accorded the opportunity to undergo complete 360 degree reform. Un-inspirational leaders must always be moved on. 

A study conducted by business consulting giant Deloitte has revealed that millennials as a demographic group are found to be less loyal to their jobs than previous generations. As much as two-thirds of new recruits are likely to leave before the year 2020. The number is worst in markets such as Malaysia, Philippines and Thailand and only marginally better in the UK, Australia and the USA. Leadership roles instead motivate them. Millennials develop a sense of loyalty when provided with timely corporate training and mentoring. Also they tend to prosper where their values are met. They also demand ideal work environments. Lastly, a majority of millennials wish to associate with organizations that have the right company culture.

A major though often neglected component of talent management is the off-boarding process. A number of employees who are of critical importance to the organization and possess business know-how, need to be off-boarded in a measured manner. Instead of excessive paperwork, writing reports and exit interviews, there must be a proper replacement plan. In case the person departing is an expert, the organization must make sure that the person shares his / her expertise before leaving. Apprenticeships must be created around that person so others may pick up vital business tricks. Also management training programmes ought to be conducted with the departing individual and the team taking over. Finally, the team must realize that if individuals leave on good terms, there is always the element of the person eventually returning. For that a positive relationship must be maintained. In addition the organization, must forever be prepared for such situations and plan accordingly beforehand.

High performers in any organization are difficult to get and thus those who perform well but quit after a period are particularly regrettable losses for several organizations. It is extremely important to keep track of these people so that someday they may rejoin. Part of that process involves a detailed exit interview which will include a pointer on whether they would like to rejoin. Studies have indicated that several people go through period of profile shifts when they may leave. Also, a number of women leave their full-time jobs to focus on family during childbirth and care. As part of talent management, organizations must make sure these high performers are communicated that they will be welcome at future occasions.