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Talents are bound to the person. It is called "Human Capital".

 

Talents at work - the use of them - are bound to the organisation. It is a matter of culture. It is called "Social Capital". It is a different story, in terms of management.

 

 

Many executives believe that acquiring and retaining superior talent through high salaries and lots of perks is one of the most important ways to maximize workforce performance and ultimately, business results. Indeed, the 117 HR executives interviewed in the initial implementations of the framework ranked recruiting as the most important of the 13 processes to business success; they ranked rewards and recognition as the fourth most important.

 

But our research suggests that focusing solely on “winning the war for talent” may actually be hazardous to an organization’s health; those organizations in our study that actively intervened to improve workforce performance (through employee development processes and the creation of supportive work environments, for example) have far greater business success than those that focus primarily on the recruiting and rewards and recognition processes alone.

 

Accenture, Outlook 2005

 

They are right.

 


We map mindset, hence the chances to retain talents. We map mindset, hence can tell what to do to avoid seeing them go.

 
  • Rupert Consulting: Talents are bound to the person. It is called "Human Capital" Talents at work - the use of them - are bound to the organisation. It is called "Social Capital". It is a different story that we take care of.