Employees appreciate the salary a company pays them, but they want more than the assurance of a regular paycheck. They want to grow a career. They want to develop as a person. If you manage a company and have been investing in talent development Puerto Rico, you do not need to look outside of your organization to find qualified people to fill up vacant positions.
Some authorities argue that filling vacant positions using people outside of a company is better than nurturing talent from within. They assume that existing workers cannot develop new ideas to help the company. They also claim that outsiders offer new leadership and are the best to drive transformation.
However, the current human resources are usually able to fill any position that might fall vacant. They only need training and nurturing to become leaders. Your team members have been with the firm for years and have a clear understanding of how the business is run. They are fine with the organizational culture and are a good fit for the company. Bringing people from other companies to become leaders might elicit resistance and a feeling of betrayal.
It is vital to develop talent in-house. The first step is to identify such people and know what their specific training needs are. There is need to collect employee data on an ongoing basis. Effort should be made to try and understand every dimension of the experience of a person, performance levels, and career aspirations. Capturing such information should become part of what management does daily.
There are good reasons you need to develop existing experience. There are some ambitious individuals within the organization you do not want to lose. If there is no opportunity for growth within the organization, such people will leave in search of greener pastures. They have ideas and experience, and they are now leaving to help your competition.
Employees have developed meaningful relationships with some of your customers. When they leave, they might end up exiting with some of those clients. Some clients will most likely follow such employees where they go. If such people have left to start a business in the same industry, there is real danger.
Additionally, existing employees have networks within your workforce. They might have been a mentor to some people. The departure of valuable employees has a negative impact on the morale of the other workers. Workers who are so affected are likely to see a drop in their productivity, affecting the bottom line of the company. Moreover, you will need to train new people to take the place of those who exit. Training costs money and time, and productivity will not improve immediately.
Hiring from the current stock of workers helps build the team. Existing employees learn that one of their own is now at the top and that they also might rise to better positions if they work harder. Team spirit is the result, and significant achievements become possible. The people who have been honored feel indebted to the management, and will exert themselves to show themselves worthy of their new positions. The overall productivity of the organization improves, and both the workers and the company benefit in various ways.
Some authorities argue that filling vacant positions using people outside of a company is better than nurturing talent from within. They assume that existing workers cannot develop new ideas to help the company. They also claim that outsiders offer new leadership and are the best to drive transformation.
However, the current human resources are usually able to fill any position that might fall vacant. They only need training and nurturing to become leaders. Your team members have been with the firm for years and have a clear understanding of how the business is run. They are fine with the organizational culture and are a good fit for the company. Bringing people from other companies to become leaders might elicit resistance and a feeling of betrayal.
It is vital to develop talent in-house. The first step is to identify such people and know what their specific training needs are. There is need to collect employee data on an ongoing basis. Effort should be made to try and understand every dimension of the experience of a person, performance levels, and career aspirations. Capturing such information should become part of what management does daily.
There are good reasons you need to develop existing experience. There are some ambitious individuals within the organization you do not want to lose. If there is no opportunity for growth within the organization, such people will leave in search of greener pastures. They have ideas and experience, and they are now leaving to help your competition.
Employees have developed meaningful relationships with some of your customers. When they leave, they might end up exiting with some of those clients. Some clients will most likely follow such employees where they go. If such people have left to start a business in the same industry, there is real danger.
Additionally, existing employees have networks within your workforce. They might have been a mentor to some people. The departure of valuable employees has a negative impact on the morale of the other workers. Workers who are so affected are likely to see a drop in their productivity, affecting the bottom line of the company. Moreover, you will need to train new people to take the place of those who exit. Training costs money and time, and productivity will not improve immediately.
Hiring from the current stock of workers helps build the team. Existing employees learn that one of their own is now at the top and that they also might rise to better positions if they work harder. Team spirit is the result, and significant achievements become possible. The people who have been honored feel indebted to the management, and will exert themselves to show themselves worthy of their new positions. The overall productivity of the organization improves, and both the workers and the company benefit in various ways.
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