>>2
BIASA LA... KITA NI DAH NAK MENGUNDI BARU TUNJUK BAIK... HARAP KITA DPT BERUBAH LEPAS NI
Name:
Anonymous2013-10-03 0:14
Groom your own leaders
The supply of leadership talent is critical to any organisation's prosperity and is, therefore, a central element of talent management. The increasing trend of growing leaders from within is based on the realisation that a popular alternative for acquiring talent - poaching key people from competitors - ultimately leads to frustration.
Outstanding leaders who can "ramp up" quickly are hard to find, increasingly expensive, and even when successfully recruited, tend to keep moving. So the best approach, usually, is to develop systems and processes to identify available leadership talent.
Accordingly, there have been many books focused on manager effectiveness. One big seller was First, Break all the Rules, reporting on the Gallup Organization's findings and recommendations for better people management.
Integrated system
In the broadest possible terms, talent management is the strategic and tactical management of the flow of talent through an organisation.
Its purpose is to ensure that s supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives.
The term "talent management" is often used to denote e-recruitment and automated applicant tracking systems. This emphasis on staffing and recruiting is more appropriately called the talent acquisition phase of the talent management cycle, an important but preliminary step in the overall process.
The Talent Management Cycle includes proactive analysis and planning to assure long-term strategic development and deployment of critical leadership and other resources through systematic identification, assessment, planning, and developmental action. It is composed of several essential elements:
TALENT ACQUISITION: Proactively recruiting world-class, diverse leadership talent and providing support to accelerate their assimilation into their roles.
TALENT DEVELOPMENT: Developing and executing learning and development programmes, processes and assessment tools to grow current and future leaders.
PERFORMANCE MANAGEMENT: The process of creating a work environment in which people can perform to the best of their abilities.
SUCCESSION PLANNING: This is critical to develop a leadership pipeline or assuring near-term leadership continuity by thoughtful consideration of the availability, readiness, and development of internal talent (including high potentials) to assume critical "priority" leadership roles.
ORGANISATIONAL RESULTS: Achieving favourable and desired results is obviously the ultimate outcome expected out of any effective integrated talent management system.
However, it is a lagging indicator and business leaders will have to focus on the organisational climate, which has an impact on the other elements of the talent management cycle.
The flow of effective communication and the systems of recognition and reward are integral parts of the climate that influences the talent's performance and in driving results with the right impact.
An engaged workforce is your competitive edge. Your organisation can create a new product and it is easily copied. Lower your prices and competitors will follow. Find a lucrative market and someone is there right after you, learning from your initial mistakes.
But replicating a high-quality, highly engaged workforce is nearly impossible. The ability to effectively hire, retain, deploy and engage talent - at all levels - is really the only true competitive advantage an organisation possesses.
Name:
Anonymous2013-10-05 7:04
Selecting new leaders
There are right and wrong ways to pick successors
Not everyone with potential should be on the path to leadership because some will perform better as highly competent managers or experts in their areas of speciality.
Are you ready for 2020?
That's the date the Chartered Institute of Personnel and Development in the United Kingdom has declared as the deadline for filling the leadership void that will be left by the last of the retiring baby boomers.
The truth is, most organisations are nowhere near ready and many are simply ignoring the issue, hoping it will somehow fix itself.
The good news is, it is not too late - if you start now.
Choosing the right people to nurture as your next crop of leaders requires some thought if you want a productive team that can lead your organisation to success.
Notice the word said is "lead", not "manage". There is a big difference.
Not everyone with potential should be on the path to leadership.
Some will instead make highly competent managers but not leaders.
Others should stay in the technical stream and become experts in their areas of speciality.
Then there is another select group that will make excellent trainers for your young technicians.
Your missions is to figure who belongs on which path, so they don't waste valuable time, money and resources heading off down the wrong path only to find they have to turn back or get stuck halfway with no means of escape!
There are right and wrong ways of choosing leaders.
The wrong ways to choose
One of the reasons organisations find it difficult to develop engaging leaders is the way people are chosen for the role.
Traditionally, organisations have used ineffective criteria such as:
• Technical skills: Taking your most technically competent person and assuming he will make a good leader rarely works. Those are two completely different skill sets.
• Length of service: The old seniority model is still alive and well in some industries. Just because you have been around the longest does not mean you have what it takes to lead. Plus, not everyone sees the role as a reward; some view it as a burden they don't want to take on.
• Age: The theory here is that older is better than younger. This has come about because there is a misconception that people expect their leader to be older than them.
Age does not always equate to leadership ability and there are many examples of young people who lead mature teams successfully.
• Popularity: Taking the most popular person on the team and making him the leader may seem like the right thing to do but it can create problems if the person is not willing to deal with the big issues.
• Pay rise required: Some poor souls end up in leadership positions because it is the only way for their organisation to give them a pay rise. Their pay structure is so limited they are forced into a promotion everyone knows is wrong and then left there to rot.
The right ways to choose
So if the above are all the wrong reasons, what are the right ways to choose your future leaders?
Here are the six factors you should be looking at:
• Agreeable:
It might seem obvious but start by asking the question: "Do they want to do it?"
A person who aspires to lead will start with a natural advantage - desire. This is something that cannot be taught.
• Compatible: Not all leaders suit all environments and what works for you today may not work in the future. You need to check if a potential leader's personal style will grow with your changing organisational culture.
• Capable: Look for people who are already demonstrating a level of skill as a leader or the ability to develop in the required areas. Ask yourself: "Are they able to take constructive feedback?"
• Stable: Don't assume that your offer to cultivate someone as a future leader will fit in with his plans. Find out if he intends to be around five to 10 years from now.
• Adaptable: Can they adapt to the changing environment around them? This is an essential quality of great leaders. The best leaders are good at dealing with low order and high chaos.
• Personable: Without the right people skills, a leader will never succeed in his role. A leader must be able to bring people along on the journey with him. Remember, without followers you aren't a leader.
Next steps
As you put in place your plans to nurture the next crop of engaging leaders, think carefully about how you choose them.
Get it right and your organisation will bloom.
Get it wrong and you could have an unattractive and unproductive organisation that will not grow to its full potential.
A healthy culture is the starting point for any successful organisation, just as good soil is essential for a successful garden.
If you have ever worked in an organisation with an unhealthy culture, you will understand the impact that culture can have on performance.
As a leader, digging into your culture can be a very revealing exercise that you should do on a regular basis if you want to keep your organisation healthy.