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 management professionals do not support the idea of recruiting from within. Some of the reasons they give are that such people have no new ideas. They argue that people coming from other organizations bring not only experience but also fresh ideas and new ways of doing things. Such individuals might be the catalyst needed to effect the necessary changes, they reason.
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.
Internal promotion of competence has several advantages. Every company has stellar performers who will leave if they feel their company does not value them. Giving such people more responsibilities can prevent them from leaving, thus helping your competitors gain a competitive edge over your business.
Exiting employees have been building business relationships with the clients of the organization. Some more valued customers might decide to move with the departing person. In some cases, ambitious people might leave and form their companies, becoming a real threat to you.
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.
When you recruit from within, you are building a close-knit team that feels appreciated, valued, and essential. Such people feel that their company believes in them, and they are likely to work very hard to prove to management that they made the right decision when they promoted them. Other workers will know that they too have a chance and are likely to work harder, boosting productivity.
Some management professionals do not support the idea of recruiting from within. Some of the reasons they give are that such people have no new ideas. They argue that people coming from other organizations bring not only experience but also fresh ideas and new ways of doing things. Such individuals might be the catalyst needed to effect the necessary changes, they reason.
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.
Internal promotion of competence has several advantages. Every company has stellar performers who will leave if they feel their company does not value them. Giving such people more responsibilities can prevent them from leaving, thus helping your competitors gain a competitive edge over your business.
Exiting employees have been building business relationships with the clients of the organization. Some more valued customers might decide to move with the departing person. In some cases, ambitious people might leave and form their companies, becoming a real threat to you.
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.
When you recruit from within, you are building a close-knit team that feels appreciated, valued, and essential. Such people feel that their company believes in them, and they are likely to work very hard to prove to management that they made the right decision when they promoted them. Other workers will know that they too have a chance and are likely to work harder, boosting productivity.
About the Author:
You can get excellent tips on how to pick a talent development Puerto Rico agency and more information about a reliable agency at http://www.stayaheadcoaching.com/about-us right now.
No comments:
Post a Comment