Speaking in a recent interview, the Chief Executive of the Recruitment and Employment Confederation said that companies did not want to spend five years building their human capital only to lay them all off because of the current downturn.
So what are you doing to nurture your top talent so that they stay loyal to you when those green shoots of recovery arrive? This information, taken from our NurturingTalent focus report suggests that even in a downturn you should:
* Recognise talent, and provide opportunities for development at all levels:
* Create different talent pools: so clarity of purpose is not lost;
* Ensure that your line managers play a major role as expert coaches
* Make sure that high performance standards permeate the organisation
* Push people out of their comfort zones and allow them to take risks and even make mistakes
Did you know for example that IBM has a multi million dollar budget to develop the knowledge experience of its workforce?
That Nokia’s top 200 executives are evaluated on how strong their subordinates rate their ability to teach and inspire? And that at Procter & Gamble, the HR department runs an open job posting system to ensure that talent can move freely around the organisation?
To read more, download the complete 'Nurturing Talent' 16-page report (worth £99) by clicking here
If you would like to view some of our other focus reports email us to request a password.
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