Recruiting & Retaining Top Talent

Employability Today: Part 8

As an organizational leader, your job is to bring top talent into your company and integrate them with the five generations in the work place, retain your best employees, and to keep your organization moving forward. To do this, it is imperative to understand and assimilate the Four Pillars of Employable Talent as well as contributive value interviewing in your company practices in order to have a balanced and successful work force.  

Being resilient, maintaining personal balance, devising a strategic career plan, and having an active financial plan in place can help promote the health and well-being of each employee in your work force. Among your Employable Talent, a greater level of knowledge of these Four Pillars and how they work with one another is a major component of solidifying and bolstering the new age employment agreement.

Studies in recent years have confirmed the wisdom of acknowledging the differences among generations and accounting for their unique needs and aspirations.

Lumping tens of millions of people into the same general category based on their birth year has its shortcomings. Yet, generational cohorts can have enough similarities in their inclinations to work that such stereotyping also has its benefits.

The generational personalities are shaped in part by the major events that transpired during their formative years. Thus, the experiences, observations, and values of today’s five work force generations differ vastly. Understanding these generational differences will only help leaders and HR professionals to evaluate candidates appropriately and recognize what is of value to them – benefiting all parties.

Executives and professionals with talent-management and recruiting responsibilities—for organizations large or small—might have success without an adequate understanding of The Four Pillars of Employable Talent, but it will be slapdash and largely unpredictable. All too often—corporations are hiring talented people who, for identifiable reasons, don’t quite fill the bill.

Without knowledge of the framework offered by the Four Pillars, seeking to recruit Employable Talent will be like putting a bandage on an 8-inch gash. It will do some good, but it’s insufficient for the long term. Eventually, the injured person might bleed to death.

Unless recruiters, CEO’s, and management change their traditional frame of reference regarding employment and understand it in today’s context, they’re going to continually face disconnects with members of the talent pool, less-than-desirable results, and unexplained turnover.

In an ideal scenario, an organization with Employable Talent that pays homage to the Four Pillars will enjoy a vibrant, energetic, and highly productive work force. This is an ideal that may never be obtained, but it certainly makes for excellent HR and talent-management objectives—a worthwhile goal.

 

 

Dr. David Miles is Chairman of the Miles LeHane Companies, Inc. He is a member of the American Society for Training & Development (ASTD), a member and founding chapter President of the Society for Human Resource Management (SHRM), the Association of Career Professionals (ACP) and a Charter Fellow of the Institute of Career Certification International (ICC International), as the largest global non-profit certification Institute.  Author of The Four Pillars of Employable Talent and Building Block Essentials.  Follow David on Twitter @David_C_Miles

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