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NewsDay

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Talent modeling in companies

Opinion & Analysis
By Jonah Nyoni No manager or leader want to have extra baggage at work nowadays. They need human assets with talent. That will help the company make profits, capitalise on the limited resources and increase brand equity. Talent density therefore becomes crucial also in view of the COVID-19 scourge. Recruitment and talent At times companies […]

By Jonah Nyoni

No manager or leader want to have extra baggage at work nowadays. They need human assets with talent. That will help the company make profits, capitalise on the limited resources and increase brand equity. Talent density therefore becomes crucial also in view of the COVID-19 scourge.

Recruitment and talent

At times companies have to learn to head hunt proper talent, and reward it appropriately to retain it. When employing people, human recourses professionals should have an eye for talent, potential, and traces of greatness. At times talent comes from unlikely sources. One TV show I love is America has Got Talent. The judges at times picks the unlikely people, but because there is that outstanding uniqueness, distinction, and peculiarity they pick it and groom it into greatness.

In addition, the Harvard Business Review (HBR) said: “Committed line leaders and gifted HR managers together create an organisational climate of spirit and energy—a magnet for the very best professionals. Their talent policies are built to last but are constantly under review, to ensure that they can respond to changing conditions on the ground and to cultural differences across the globe.” (HBR- 2014)

Work place wellbeing

In these times of COVID-19, occupational health and safety must be a priority. Leaders, managers and employees should acquaint themselves with wellness, safety and health regulations that protect people at work. The National Social Security Authority (NSSA) has these statutory instruments available for companies to file and learn. Companies must priorities trainings that equip people at work on well-being.

Provide Opportunities for growth

You can lose top talent if you don’t have opportunities for growth. Human beings are creatures who want to progress and grow. The moment you thwart growth, you repress creativity and innovation. Talented people want to associate not only with performance-driven, but with purpose-driven companies as well.

Leadership styles

Leadership styles determine how talent is treated and appreciated. In some companies there are great moral and financial benefits for employees, but the leadership has a negative attitude, lack emotional intelligence, and it’s autocratic in its approach and too much control and command instead of positive influence and motivation. People love to work in a healthy space, conducive for positive personal, spiritual and cognitive growth.

Remember, as a leader you can cultivate a positive atmosphere. Read more on leadership styles and learn to lead better without inflicting pains. There should be an authentic connection between the leader and the employee.

Brand equity

Most people want to work in a company which they are proud to contribute significantly. As long as there is that palpable sense of pride, people are willing to associate with something bigger than themselves.

A square peg into a square hole

It is important to deploy talent to the right position. This is simply putting the right talent to the right roles and duties. When people are in the right position they do their work naturally and seamlessly. For example it is easy for a writer to work as a newspaper writer than being an accountant.

Parting Point: In an article written in the Gallup, David Henderson said, “Your current talent has gotten you to where you are at that moment, but is unlikely to get you to where you need to go.”