Phân tích tầm quan trọng của việc quản lý nhân tài e

PHAN TICH TẦM QUAN TRỌNG CỦA VIỆC QUẢN LÝ NHAN TAI
Contents
1.

Definition of talented employee and the importance of talent management............................1
1.1.

Definition..........................................................................................................................1

1.2.

Importance of talent management.....................................................................................1

2.

Top reasons talent employees leaving your organization.........................................................3
2.1.

Better Pay..........................................................................................................................3

2.2.

Lack of Promotional Opportunities...................................................................................3

2.3.

Poor Relationship with Immediate Supervisor.................................................................4

2.4.

Work-Life Balance Out of Whack....................................................................................5

2.5.

Lack of Recognition..........................................................................................................5

3.

How to attract, develop and keep your talent employees.........................................................5
3.1.

Choose the correct candidate for the job...........................................................................5

3.2.

Create initial good relationship with the candidate...........................................................7

3.3.

Building an ideal working environment............................................................................7

4.

Human-oriented and explicit management style..................................................................8

5. Developing capable leaders.........................................................................................................9
5.1. Recruitment and Development focus on capable leaders.....................................................9
5.2. Evaluate managers regularly.................................................................................................9


1. Definition of talented employee and the importance of talent

management
1.1.

Definition

Talent is someone who has a set of skills, competencies and experiences and
that make a positive impact on your business. Talent is seen as highly qualified
employees - both workers and managers- and skill excellence.
1.2.

Importance of talent management

The war for talent is a strategic business challenge and a critical driver of
corporate performance; hence, the human resource management must recognise
"the strategic importance of human capital because of the enormous value that
better talent creates" - to create a winning employee value proposition and to
strengthen the talent pool by investing in A players, developing B players, and
acting decisively on C players.
In essence, talent management is about making capabilities match
commitments. The key aim is to mobilise the organisation's sole source of value
and competitive advantage, the employees (people) to achieve current and future
targets. The importance of ensuring capabilities match current and future
commitments can be defined through three core processes: understanding what
employees do, deploy employees strategically and ensure employees can do more
tomorrow.
Organisations generally assert the importance of obtaining and keeping the
best people as a major priority. With demographic shifts happening globally,
companies integrate functionally to address evolving business needs and vitality to
enable them develop and retain key employees and fill positions properly.

Functionality refers to the initiatives of establishing rigorous talent processes that
support strategic and cultural objectives, while vitality indicates the emotional
commitment of management in daily actions.
Another interesting perspective on talent management is that it is "simply a
matter of anticipating the need for human capital and then setting out a plan to
meet it", that talent management is not an end in itself, neither is it about
developing employees or creating succession plans. In other words, talent
management exists to support the overall objectives of an organisation, and
accordingly, talent management choices require the understanding of the costs
involved as well as the associated benefits. In addition, talent management is a
perishable commodity that requires balancing the interests of employees and
employers through decision sharing.
Talent management has evolved with the changing global industrialisation
processes. Through the various perspectives of talent management discussed, it can
be generically deduced that many philosophers and researchers in this field are of
the opinion that talents do not refer to any out-of-the-ordinary human beings. They
seem to advocate that all employees in an organisation, with the assumption that
effort has been spent to bring in the right people, can be honed and deployed to
areas according to their respective strengths as talents to address and meet business
performance strategies and targets. In a nutshell, talented employees can be
referred to every individual in an organisation whose potential can be tapped for
capability and capacity optimisation towards the effectiveness, efficiency,
productivity and competitiveness of the organisation
2. Top reasons talent employees leaving your organization
Talented people choose to leave organizations for a simple reason: Talent has
options.


The further you slide back along the excellence curve, the fewer options those

lesser performers will have. Because of that, mediocrity tends to stay. But top
performers live with a different realism. They will be courted by other companies,
recruited by headhunters, called by friends and co-workers trolling for hiring
bonuses, and wooed by competitors. They do not stay because they have to; they
stay because they want to. Smart companies know this- that talent has options- and
protect themselves by proactively dealing with the fives top reasons someone
might choose to leave. These fives are:
2.1.

Better Pay

Acording to the Maslow Hierachy, physiological needs is a basic need of
human. These are biological needs which consist of the need for oxygen, food,
water, and a relatively constant body temperature. They are the strongest needs
because if a person were deprived of all needs, it is these physiological ones that
would come first in the person's search for satisfaction.
The number one reason key people leave one employer for another is for
better pay. There is a lot of research to show that high-performing employees
appear to be particularly sensitive to whether their higher performance is rewarded
with above-average pay increases, while low performers prefer low-contingency
pay systems
Research also shows that people with a high need for achievement and higher
feelings of self-efficacy prefer pay systems that more closely link pay to
performance.
2.2.

Lack of Promotional Opportunities

Key workers are always thinking about their careers and what’s next for them.
If they don’t see opportunities ahead in your organization, they’ll certainly be

looking else- where. One of the common problems is called “stacking”. That refers
to the situation where older workers with the more senior positions, who in former
times would have retired to make way for the next generation, are still there at
work. That leaves key talent stagnated at lower level jobs longer than they want to
be, and that’s not a good place to be from a retention and engagement standpoint.
High performers want to be learning and growing on the job. If they feel stagnated
or if the job is just boring, they will be thinking about moving elsewhere
New challenges and experiences are key to keeping top performers engaged in
their work. The instant an employee feels their career trajectory has leveled off,
work stops being fun and they begin to wander. At this point, it often doesn’t
matter how much money they make, they are more interested in finding a job they
enjoy doing.
There’s a lot of pent-up uncertainty in the marketplace that has caused more
mediocrity than we have traditionally seen. People are bored, in ruts, and sapped of
motivation. Job-hopping used to be frowned up. Now it’s accepted. But jobhopping eliminates continuity and continuity is an enabler when trying to groom a
next generation leader.
When someone has had five jobs in five years at five companies, all he or she
has really mastered is the art of interviewing.
2.3.

Poor Relationship with Immediate Supervisor

That problems may reflect on the needs for love, affection and belonging ness
in the Maslow Hierachy.
A poor relationship with an immediate supervisor has shown time and time
again to be one of the biggest reasons top talent decides to leave their job. A
positive rapport and mutual respect is absolutely necessary in creating a productive

manager-employee relationship. Hardworking employees don’t want to waste their
time and effort on a manager who is not in their corner. Bottom line, great leaders
retain great talent.
One of the biggest differentiating factors that helps a company drive
innovation and stay competitive is its ability to attract and retain top talent. It’s a
correlation that is clearly shown by companies that are consistently recognized for
their strong corporate culture. If you’ve noticed your peak performers heading for
the door, before offering them more money or bigger perks, it may be more
beneficial to dig a little deeper into why they really want to leave.
2.4.

Work-Life Balance Out of Whack

With each new generation that enters the workforce, work-life balance
becomes a bigger priority. This is especially true with Millennials, the youngest
generation currently in the workplace. When busy schedules and increased stress at
work start affecting an employee’s home life or taking away time they could be
spending pursuing non-work related interests and hobbies, employees start looking
for a job that better fits their ideal lifestyle.
2.5.

Lack of Recognition

Everyone appreciates recognition for a job well done. When an employee
consistently puts forth extra effort to ensure a successful project, works overtime,
or takes on responsibilities outside their job description, being recognized for their
hard work is often more important to them than bonuses and incentives. In a work
environment where this kind of encouragement is lacking, it is easy for even top
performers to become apathetic about their job.

3.

How to attract, develop and keep your talent employees

3.1.

Choose the correct candidate for the job
The human resource manager would like to ensure that employees are put in

suitable jobs based on their ability, interests and personality. When employees are
at the right place, with the ability to match job requirements, preferences consistent
with the nature of work and the way that suits the working environment and the
ratio will fall off staff and to increased productivity. Employers can use various
methods to determine the requirements of each job based on ability, interests and
personality, then use this information to place its employees on the work that they
are good at.
Almost most of human resource manager are keen on having a quick, easy and
inexpensive method to evaluate and retain talent. But this is impossible. Attracting
and retaining talent can take time, effort and money.
Human resource managers need to be able to focus on selecting the right
people within the organization from recruitment by the example ways below
3.1.1. Identify the responsibilities and powers of the new staff
You need to clearly define the scope of the responsibilities and powers of the new
staff before recruitment began. It just helps you recruit suitable employees actually
work, just makes their job easier later - one of the most important factors to retain
them.
3.1.2. Ask candidates to describe the details of their individual accomplishments
In the interview, you should ask the candidate describes in detail the personal

accomplishments they have achieved. The reason to emphasize this because many
candidates often describe the style of "We've been doing this, we had another
achievement". Maybe they do not mean cheating on you, but if you let them


answer that way, you will not be able to judge their personal capacity. So, make it
clear to your needs and remind candidates when they start digress. In case the
candidate can not fully describe the details of his personal achievements, you have
reason to suspect that their achievements are mentioned and they were the only
team to play a modest role in it.
3.1.3. Take interest candidates honestly
In the interview, you do not rush to "show off" the achievements your company
achieved or mention financial issues that take time to learn about the needs, goals
and aspirations of the member. Then you listen very attentively to their answers,
sometimes repeat their ideas in your own words to show that you understand
thoroughly what they say, or ask them a few questions to make clearly more
attention. These things may seem simple, but employers are not always respected
them. So, if you do that, your application will remember forever. The sincerity of
your interest will not only help you recruit talent but also retain them for later.
3.2.

Create initial good relationship with the candidate

This thing would make it harder for employers: employee salaries and benefits
they provide as much as you can right from the first day. The aim is to reduce the
rate of quitting and retain talent. So if you lower initial wages down 15%, whether
he has enough savings to pay for the good if retained another company to pay them
higher wages? Certainly not. Make a good first impression and to know that your
employees have to pay them at the highest level you can be in their position. As
each individual advancement, their salaries are adjusted accordingly. Get to know

the value of each job and soon pay they deserve.
3.3.

Building an ideal working environment

3.3.1. Building a mutual- respected working environment


The work environment includes both hard environment and soft environment.
Soft environment is the relationship between people in the business, including the
spirit of respect, trust and support each other to solve problems and to stick
together. In other words, to show the soft environment of mutual respect of all
members of an organization.
Hard environment includes facilities, offices, vehicles, furniture, equipment ...
this environment depends very much on the financial situation of enterprises.
Soft environment is more important than hard environment so much can not
solve all problems with money. That want to improve the financial situation of
enterprises have good soft environment. One of the main reasons that Vietnam
businesses often do not find the good or for the loss of the foreign business
environment software is not so good.
The applicants now want the opportunity to develop themselves and continue
to hone skills, abilities and experience. Invest heavily in training, staff
development and encouraging employees and the company will benefit from that.
For all who are involved in the training snack will help them improve their skills,
increase self-worth and self-esteem comforted them. Prove to your employees that
they have no reason to go to have the opportunity to grow and reproduce from
within the organization.
3.3.2. Grant the actual power to subordinates
The leader make sure to have the vision and the ability to identify
opportunities, ability to plan and implement. But one thing leaders can not ignore

is the awareness of the importance of looking for the good and the trustee of
certain powers so that they can work well. Once you have decided to entrust


responsibility for, the leader must trust them and let them do their job and not
"spying" or harass them.
3.3.3. Building the culture of the recognition
Responding the fair compensation and worthy of personnel capacity is
essential to retain talent but income is not all. Income includes wages, social
benefits, allowances, bonuses and profits. Income will affirm the value and
satisfaction and employee status. However, businesses do not have financial
conditions to implement the above, managers can fully retain talent by focusing on
the demand higher in Maslow's needs pyramid as demand recognized.
Giving managers responsible for finding out what employees can make
further progress. Giving rewards for outstanding manifestations, this gives people a
chance to shine as a good job. Some examples of employee recognition is: thank
you, employee of the month awards, certificates, ... positive recognition will help
create a work environment productive
4.

Human-oriented and explicit management style.

Human- oriented management would like to help staff the ability to optimize the
management if the manager spend reward for employee’s creativity and their
willingness of daring to take risks (calculated). This management style focuses on
psychological staff, understanding their needs, considering the construction of a
staff development so that their needs consistent with the needs of the business.
Manage a transparent means to share leadership with the staff about development,
the actual situation as well as the challenges and opportunities facing businesses.
By communicating openly, the decision will now be the consensus and support of

staff. Employees need to understand the responsibilities, their rights and know that
your goals must be achieved along with the business. Enterprises must develop and


publish criteria for evaluating an obvious way to reassuring people develop
creativity without fear of war or repression. Promoting creativity of employees will
help businesses improve their competitiveness.
5. Developing capable leaders
5.1. Recruitment and Development focus on capable leaders
The leader should have the ability to excite and retain talent? The training and
development of leaders such as how to help them get this power? First, the
interaction between people is the most important factor in creating work inspired
the talented people and keep them organized. The leader must understand what can
motivate employees. Generally employees often appreciate honesty, openness,
honesty and integrity in the leaders. Research shows that, to be able to do a good
job of keeping talent, leaders need to be in power, leading qualities below:
Identify potential employees and develop the most capable staff in the
organization.
Helping employees overcome the limited capacity that they themselves or those
around myths, ie help them overcome psychological barriers "only my ability to
get there."
Set clear goals and honest feedback and objective for the staff.
Demonstrate passion for the job, enthusiasm for the relationship.
Develop a work environment promoting trust.
But in fact there are many leaders do not attract and retain talent even if they meet
the five elements. In this case, the cause may be that they were not fully aware of


the importance of this work, or it may be because the company has not made
sufficient efforts to develop, train leaders adjacent.

Talent is what businesses need. So, what makes the most financial concerns not
find a job, which is to find a business and an employer really wanted to help them
develop personal power and career peaked or No. In other words, talent is always
longing for the good bosses, who they can respect and trust. So, want to retain
good employees, then you must first retain the talent management.
5.2. Evaluate managers regularly
Please measure the number of retired employees through their managers, this is the
crux of the problem. The poor managers will delay efforts by employers to attract
and retain the best people. Once you have identified the problem of the manager,
please help them! Using the method of evaluation and assessment tools to find out
why the manager becomes that element off staff, then train them to help them
better leaders. Good management is the decisive factor for employee retention.
.
Thank you for your reading!