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It's 2008: do you know where your talent is? Connecting people to what matters

It's 2008: do you know where your talent is? Connecting people to what matters Purpose – The purpose of this paper is to speak of the importance of connecting people in the workplace. It describes the types of connections that foster employee development and engagement, and proposes methods and tools that help strengthen these connections. Design/methodology/approach – The analysis in this report is based on industry and literature reviews and interviews with top executives. It builds on research carried out by Deloitte Research on talent management. Findings – In today's competitive talent market, it is not sufficient for companies to follow a traditional “attract‐retain” talent management strategy. A “develop‐deploy‐connect” strategy seems to better engage and meet the demands of the workforce. Of these three components, “connect” is emerging as the most important but least understood. Practical implications – Because value today is created largely out of interactions, people's connections are increasingly important and complex. Companies that do not invest thought and effort in understanding this amorphous topic will find themselves battling attrition. Conversely, meaningful connections help people build the networks and relationship skills that lead to professional effectiveness and organizational growth. Originality/value – This article categorizes connections into three main types: people to people, to a sense of purpose, and to the resources they need. It presents leaders with a solid framework, research‐backed ideas and leading practices to connect people for performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

It's 2008: do you know where your talent is? Connecting people to what matters

Robin Athey
Journal of Business Strategy , Volume 29 (4): 11 – Jul 4, 2008
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11 pages

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0275-6668
DOI
10.1108/02756660810886953
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to speak of the importance of connecting people in the workplace. It describes the types of connections that foster employee development and engagement, and proposes methods and tools that help strengthen these connections. Design/methodology/approach – The analysis in this report is based on industry and literature reviews and interviews with top executives. It builds on research carried out by Deloitte Research on talent management. Findings – In today's competitive talent market, it is not sufficient for companies to follow a traditional “attract‐retain” talent management strategy. A “develop‐deploy‐connect” strategy seems to better engage and meet the demands of the workforce. Of these three components, “connect” is emerging as the most important but least understood. Practical implications – Because value today is created largely out of interactions, people's connections are increasingly important and complex. Companies that do not invest thought and effort in understanding this amorphous topic will find themselves battling attrition. Conversely, meaningful connections help people build the networks and relationship skills that lead to professional effectiveness and organizational growth. Originality/value – This article categorizes connections into three main types: people to people, to a sense of purpose, and to the resources they need. It presents leaders with a solid framework, research‐backed ideas and leading practices to connect people for performance.

Journal

Journal of Business Strategy – Emerald Publishing

Published: Jul 4, 2008

Keywords: Employees; Social networks; Management technique

References

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    Amanpur, F.D.
  • Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not
    Argyris, C.