MANAGING
BY TONY PALLADINO
In recent HR training programs that I have conducted throughout the EMEA region, one topic that seems to dominate discussions and problem analysis revolves around internal team development and promotional opportunities, and the impact that managers have in either supporting or discouraging such activities.
Organizational work teams are stronger when they are more diverse, from both a cultural and performance perspective. High performing/high potential employees are valued by managers since they frequently become team leaders and establish an exceptional level of performance, utilizing innovation, creativity and self-directed work habits. Such people are highly valued by managers, since they support department goals and provide the manager with the means of meeting organizational deliverables.
While somewhat difficult to manage and engage, these high performers are critical contributors to
both the effectiveness and success of work team productivity.
Typically, organizations identify high performing individuals in order to establish a pool of talent utilized for internal recruitment as well as strategic succession planning programs.
Since these individuals often require a higher degree of challenge and empowerment methodologies to maintain effective motivation and engagement levels, they are readily provided with developmental and promotional opportunities as a means of insuring retention within the organization.
Naturally, their relocation to another department (or other work team) via the promotional or accelerated development route removes them from existing teams that may result in a temporary loss of team leadership and performance capability.
Workforce Development
14 | TRAINING MAGAZINE MIDDLE EAST FEB 2014
WORKTEAMS
BY ALLAN GARDNER