“Buying” people is a management practice by which the company gets people, and in return “sells” vacancies that are sufficiently “valuable” to people.
This is a kind of “deal” between people who offer their competence/talent (qualities, knowledge, skills) and the company that offers a sufficiently interesting and valuable (significant) vacancy. If the company loses in this deal, it risks having incompetent and untalented staff. Subsequent training would not correct this mistake, no matter what they are.
“Competence” is a standardized requirement for performing a specific task or role. It is a combination of knowledge, skills, and overall behavior (talent). Unlike knowledge and skills, talent is a recurring pattern of thinking, feeling, and acting that is inherent in the individual. For example, remembering people’s faces, or remembering people’s names, our talents. The sense of order is also a talent. The love of risk is also a talent.
Everyone can get a little better at doing something, ie. in the acquisition of knowledge and skills. Unfortunately, talent cannot be learned, although it can help him focus on a specific task or role.
When we separate knowledge from skills and talents, we can determine where radical changes incompetence are possible and where such changes are not possible.
Here are the management decisions that are made when the company wants to buy competent and talented employees: (1) What makes the vacancy interesting (significant) and valuable for potential candidates; (2) What are the requirements for competence or what are the criteria for the talent of the vacant position; (3) What sources of competent/talented people can we use; (4) How to attract the competent/talented; (5) How to make the best choice of competent/talented; (6) How to orient new employees to become productive employees faster; Reference: Analysis of the work of employees in the organization, https://customer-service-us.com/analysis-of-the-work-of-employees-in-the-organization/
“Building” competence and talent
“Building” means “giving the green light for development” of competence and talent through training or development. Every company has its good reasons to invest in “building” competence and talent, instead of expecting passively qualified employees who want to work in this company.
Building competence and talent is done with the help of two management practices – training and development.
The training is aimed at minimizing (reducing) the deficit (lack) of competence of the employee so that he can successfully cope with the tasks.
The development is aimed at the progress in the development of competence and talent, relying on the acquisition of experience.
Here are the consistent management decisions that are made in training and development (capacity building and talent): (1) Who to participate in training programs that the company organizes for its employees; (2) How to design training programs; (3) How the training programs should change the behavior of the participants; (4) How to develop the potential of employees.
“Retention” of competent and talented employees
“Retention” is a management practice that limits turnover. Many studies show that American companies have an annual turnover of between 15 and 50%, but a significant proportion of them enjoy a turnover of less than 10%. There are serious reasons why the management practice of “Retention” is becoming increasingly popular. One of them is the labor market, which does not always offer job candidates who are suitable with their qualifications to work in the organization.
Here are what human resource management professionals should do to retain competent/talented employees: (1) find out the reasons why competent/talented employees leave;
(2) To offer new and attractive financial opportunities to those competent/talented employees who are on the verge of leaving the company, although the money of the competent/talented is not the main factor for motivation; (3) To offer some “internal” awards such as more pronounced forms of recognition by the company to the employee, family benefits, etc.
Flows of movement of people – the movement of people from the external environment to the organization, inside the organization, and from the organization back to the external environment.
Competence – a standardized requirement for performing a specific task or role. It is a combination of knowledge, skills, and overall behavior (talent).
Talent – the recurring pattern of thinking, feeling, and acting that is inherent in the individual.
Buying people – a management practice by which the company gets people, and in return “sells” vacancies, enough “valuable” for people., Reference: Value-added human resources management, https://wikipedia-lab.org/value-added-human-resources-management/
Building – “giving the green light for development” of competence and talent through training or development
Training – management practice that reduces the deficit (lack) of competence of the employee so that he can successfully cope with their tasks.
Development – management practice aimed at progress in the development of competence and talent based on the acquisition of experience.
Retention – a management practice that limits the turnover of competent/talented employees who for some reason intend to leave the company.