Leaders and human resources professionals are looking for ways to create more value from their employees. Recent studies reveal that firms perform at a higher level when they've integrated talent management systems that are aligned with company strategy along with operations. Corporations can get greater value from their investments in the talent management, the writer contend, by focusing on cooperation. Job design and performance direction are usually based on individual accountability regardless of the very reality that most work today is jointly done. Talent management practices tend to center on individual competencies and occurrences, while neglecting the significance of worker networks. They are able to take a network perspective to evaluate the exact same employees when it comes to their more comprehensive collaborative contributions to the organization in addition to looking at individual worker performance for the purpose of succession or work force planning.
The writers show how using a network lens shows a significant variety of key players (including marginalized gift, hidden ability and underutilized talent) that conventional performance management systems miss.
PUBLICATION DATE: January 01, 2012 PRODUCT #: SMR410-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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