Past research is clear on the advantages of high-performing, or "star," workers. Star computer programmers, for example, are more creative than standard ones by a ratio of eight to one. But reaping the advantages of such talent is not so simple. Say you hire several stars. How can you guarantee that they will manage to repeat their success in a brand new environment - in a nutshell, how mobile are they? It can also be looked at as an aspect of a place, although as an attribute of a person, team or organization, portability was viewed in the past. Especially, particular occupations do require different levels of business-specific human capital, hence making some workers less mobile than others. Consequently, organizations must not consider talent management as a simple "build versus buy" dichotomy. Instead, there are some positions for which they could purchase, and others for which they must build.
When Stars Migrate, Do They Still Perform Like Stars Case Study Solution
Within investment banks, for example, the retail brokers (who manage individual customers) work chiefly independently. Consequently, retail brokers are portable and can readily be hired from the outside. Institutional salespeople, however, should be developed from within, and efforts should be made to keep them. Understanding such differences is vital for firms trying to achieve sustainable competitive advantages that derive from human capital. The authors' research, which has probed the use of human capital theory to gift portability, should help businesses understand an entire class of variables - unique roles in a organization - greatly determines the portability of functionality. With that knowledge, executives can get a deeper comprehension of the advantages and disadvantages of hiring star employees that are particular.
PUBLICATION DATE: October 01, 2008 PRODUCT #: SMR292-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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