An organisation's capacity to identify, attract and retain high-qualit перевод - An organisation's capacity to identify, attract and retain high-qualit русский как сказать

An organisation's capacity to ident


An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.
High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organisations to greater and greater heights.
The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the cost of expensive training and lost productivity and inspiration.
However, not all high performers are stolen, some are lost. High performers generally leave because organisations don't know how to keep them. Too many EMPLOYERS are blind or indifferent to the agenda of would be high performers, especially those who are young. Organisations should consider how such people are likely to regard important motivating factors.
Money remains an important motivator but organisations should not imagine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.
Empowerment is a particularly important morivating force for new talent. A high performer will seek to feel that he or she "owns" a project in a creative sense. Wise EMPLOYERSoffer this opportunity.
The challenge of the JOB is another essential motivator for high performers. Such people easily become demotivaetd if they sense that their organisation has little or no real sense of where it is going. A platform for self-development should be provided. High performers are very keen to develop their skills and their CV. Offering time for regeneration is another crucial way for organisations to retain high performers. Work needs to be varied and time should be available for creative thinking and mastering new skills. The provision for a coach or mentor signals that the organisation has a commitment to fast-tracking an individual's development.
Individuals do well in an environment where they can depend on good administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.
Above all, high performers - especially if they are young - want to feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performers that will worry competitors.

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An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organisations to greater and greater heights.The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the cost of expensive training and lost productivity and inspiration.However, not all high performers are stolen, some are lost. High performers generally leave because organisations don't know how to keep them. Too many EMPLOYERS are blind or indifferent to the agenda of would be high performers, especially those who are young. Organisations should consider how such people are likely to regard important motivating factors.Money remains an important motivator but organisations should not imagine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.Empowerment is a particularly important morivating force for new talent. A high performer will seek to feel that he or she "owns" a project in a creative sense. Wise EMPLOYERSoffer this opportunity.The challenge of the JOB is another essential motivator for high performers. Such people easily become demotivaetd if they sense that their organisation has little or no real sense of where it is going. A platform for self-development should be provided. High performers are very keen to develop their skills and their CV. Offering time for regeneration is another crucial way for organisations to retain high performers. Work needs to be varied and time should be available for creative thinking and mastering new skills. The provision for a coach or mentor signals that the organisation has a commitment to fast-tracking an individual's development.Individuals do well in an environment where they can depend on good administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.Above all, high performers - especially if they are young - want to feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performers that will worry competitors.
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Результаты (русский) 3:[копия]
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дифференциальной способность Организации привлекать и удерживать высококвалифицированных, человек может, высокие показатели развития стратегии обеспечения победы в конкурентные преимущества стал решающим.
выше, чем найти легко определить.Они имеют неограниченную энергию и энтузиазм людей, качество, сверкал даже в плохой день.Они полны идей и действовать быстро и эффективно.Они не просто мотивации других напутствие также силой их примеру.такой человек может поставить их организации большей высоты.
проблема заключается в том, что человек является качество конкурентов компании очень привлекательным, и, вероятно, будет кинопродюсером.Финансовые последствия таких людей осталось очень дорогостоящей подготовки, в том числе расходы и потери производительности и вдохновения.
высокой, однако, не все актеры украли, некоторые потеряли.высокая эффективность Организации, как правило, ушел, потому что не знаю, как сделать их.слишком много работодателей повестки дня слепых или безразличие шоу будет высокой, особенно в некоторых молодых людей.
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