Articles

Challenges Faced by the Multinational Companies – Managing Human Capital (Part 1 of 4)

Published

3 years ago

April 29, 2018

© 2017 Martin Zafirov, PhD Student, New Bulgarian University

((F29144) What Is the Role of Talented Employees in Multinational Companies?)

Edited by: Yara Mohamed, Mona Timor Shehata

Published by: Ahmed Mohamed Hassan

The presence of several talented employees in the company may lead to a massive difference in its performance. This trend has a long history known as the Pareto effect. On a company level this means that in every organisation there is a group of people who make a disproportionate contribution to the collective output. Around 20% of individuals are responsible for 80% of the output and vice-versa, or in other words, around 20% (or less) of the employees of a company tend to account for between 80% and 98% of performance.

Thus, according to Premuzic, talented employees (most often several of whom are of vital importance to the company) become the main drive for the company’s success. The results of their activity are the element which leads to a much higher return of the investments made in the company. In my opinion, this rule is totally valid, not only with regard to the talented employees , but also the companies they for which they work. In almost every organisation, a nucleus is formed which is directly responsible for achieving its higher results, as well as for the increase in its efficiency.

But the presence of “talented” employees in the organisation leads to the question of how they should be managed. In other words, the question is how to motivate these employees and whether it is necessary to use a specific (individual) management approach.

Roger Martin presents his opinion on this question in his article “The 3 Simple Rules of Managing Top Talent”[1] and I personally agree with it. Martin claims that there are few talented employees whose motivation for work and good results is additional remuneration. During his fifteen years of managing talent as dean of the Rotman School of Management, he has managed some of the best and brightest in professorial talent and the strategy-consulting industry worldwide. Over this combined quarter-century of experience, he developed three rules for managing top-end talent.

Treat Them as Individuals, Not as Members of a Class

Top-end talent does not want to be treated as a member of a class—even if it is an exalted class.They want to be treated as individuals. Each member of the top-end talent class spends their life striving to be unique; to stand out from the other talented persons. According to Martin, any other type of treatment would lead to disagreements and reducing their motivation to work.

Provide Opportunity Continuously

Martin claims that the biggest enemy for top-end talent is blocked opportunity for self-expression and promotion. Most often the talented employees are motivated to become the top talents in the company and thus, want big challenges – their philosophy is the earlier, the better. If they get blocked and are left waiting for a chance to show their capabilities, this would lead to their lack for motivation to work, and in many cases, also to their leaving the company.

My personal opinion is that this management approach has many unknown factors and dangers. They are mostly related to the degree in which talented persons should be allowed to express themselves and more specifically where the limit to the challenges set before them is. In other words, a leader who decides to encourage the ambition of a talented employee who wants to prove their capabilities may make a mistake by giving the employee too difficult a challenge, thus causing the employee’s failure. It is possible that a failure may have a demoralising effect on the employee and lead to worse performance at work on their part.

Managing top-end talent requires careful consideration of the specific approaches used on them. The granting of opportunities should be limited within what is acceptable and possible, so that the employees would be presented with the necessary conditions for continuous development and gaining of new knowledge and skills.

Give Pats on the Back

Martin says that he sees a lot of managers making huge mistakes on this front. Top-end talent is not indifferent to praise, even though they can be highly driven and internally motivated. Talented people spend all of their time working hard in order to continuously maintain the high level they have achieved. Because of this, they need regular pats on the back to show them that their efforts are being noticed and valued. Otherwise, they get frustrated and in many cases, may leave the company. In order for the organisation to be able to rely on talented employees, it is very important to treat them right as persons; to find them a way to receive a chance for self-expression and proving their abilities.

To summarize, on the one hand, it can be stated that talent undoubtedly exerts important influence on the results achieved by the company; and on the other hand, on the new management concepts which should be applied with regard to the talented persons in the company. In short, talent is more important than people think. Maybe it is more underrated than overrated. The only aspect of talent which is overrated are people’s evaluations of their own talents:Most persons are not as talented as they think, especially when they do not have talents.

List of References:

Martin, R., The 3 Simple Rules of Managing Top Talent, published on: 24 February 2017, available at: https://hbr.org/2017/02/the-3-simple-rules-of-managing-top-talent

[1] Martin, R., “The 3 Simple Rules of Managing Top Talent”, published on: 24 February 2017, available at: hbr.org/2017/02/the-3-simple-rules-of-managing-top-talent

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Challenges Faced by the Multinational Companies – Leadership Qualities continued to (Part 2 of 4)

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Articles

Wellbeing @ Work Summit Middle East 2021 – where balance, resilience and authenticity break the Mental Health Stigma

Published

1 week ago

February 24, 2021

HR Revolution Middle-East Magazine

Written by: Cinzia Nitti

Globally, 2020 has been a year like no other. Coronavirus pandemic caused a massive business disruption; transformation has been key in supporting employees and catalyzing workplace changes. There was a rush to adapt and reinvent Business Models. Organizations had to rethink and reconsider how they deliver services and strengthen their Organizations through a forward-thinking Digital strategy. To be more agile and responsive in such uncertain times, we need to respond to challenges and adapt quickly to new scenarios by moving from rigid hierarchies to leaner and more flexible structures.

But what about Mental Health at Work, and why is it essential?

What’s the Office of the Future?

Within the Wellbeing @ Work Summit Middle East 2021, HR Leaders tried to normalize the conversation about Mental Health by putting the topic first, enabling self-care and professional support, raising awareness, and building knowledge around its related issues. Nowadays, personal and work life are more intertwined than ever, so it becomes vital to create balance: the more employees feel free to talk about Mental Health, the more they can prevent struggle and breakout at the Workplace. HR leaders play a crucial role in making an IMPACT by pushing new solutions, promoting work-life balance, redesign workloads, and supporting their Teams.

In this general frame, Irada Aghamaliyeva (MENA Diversity, Inclusiveness & Wellbeing Leader at EY) affirmed: “Workplaces that are inclusive foster enhanced employee wellbeing; employees with high levels of wellbeing are more inclusive”. How can Organizations increase employees’ resilience and embed sustainable Leadership behaviors in the post-covid reality?

Dr. Irada Aghamaliyeva introduced the Mindfulness practice in the Workplace and highlighted its benefits on a large scale: improved wellbeing and resilience on a physical level; positive emotions, self-regulation, empathy and awareness of social dynamics; learning and innovation thanks to the implementation of flexible thinking, intuition and problem-solving processes. So breaking the stigma is possible, starting from personal wellbeing to sustain positive energy and fuel resilience.

About the Power of Empathetic and Authentic Leadership, Dr. Rima Ghose Chowdhury (EVP & Chief Human Resources Officers at Datamatics Global Services) stresses the importance of Leadership roles today. The virtual environment employees are working in, makes them more vulnerable due to a lack of balance between emotional and authenticity traits. Authenticity is the primary factor in effective leadership, regardless of the leadership style. Putting employees first as a strategic priority and hearing their voices to guide strategy; embracing agility to work more effectively in tumultuous time; including a multigenerational work-force: these are the key concepts within Dr. Rima’s motto “Empowering is to enable”. Through motivation and filling emotional support needs, the Empowering Teams Process leads to employees’ safety, esteem, and self-actualization.

The Wellbeing @ Work Summit delivers strategic direction, advice and inspiration from employers and experts from across the world to help you create a more compassionate corporate culture that delivers results. To know more about the FOW Future of Work Insights platform around the world, click here: https://fowinsights.com/

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Articles

The Wellbeing @ Work virtual Summit Middle East returns for its 5th annual event on 22-24 February 2021

Published

4 weeks ago

February 7, 2021

HR Revolution Middle-East Magazine

The summit provides an innovative and experiential virtual learning opportunity for our audience of CEOs, benefit and reward business leaders and senior HR professionals. The information and knowledge gained from attending this event allow the opportunity to make strategic wellbeing and mental health decisions within an organization, supporting our mission to create more flourishing and thriving workplaces. Never before has the mental health and wellbeing of your employees been so important. The Wellbeing @ Work Summit includes keynote speeches, panel discussions, workshops, and fireside chats alongside unrivaled networking with leaders across the Middle East using our AI-enabled matchmaking platform. This is far more than a webinar! An engaging 3-day event providing you invaluable insight and tools to create thriving workplaces.

Key Reasons to Attend:

An engaging AI-enabled matchmaking platform to make invaluable connections & host virtual meetings up to 2 weeks before the three-day festival
Learn how multinational organizations are creating workplaces where employees thrive in the new world
Campfire panel discussions informing workplace change & mental health solutions
Middle East-based employer case studies providing the secrets to employee wellbeing success
International experts bringing best-practice from across the globe
Invaluable networking with business leaders from across the Middle East

The Wellbeing @ Work Summit delivers strategic direction, advice and inspiration from employers and experts from across the world to help you create a more compassionate corporate culture that delivers results. The design and implementation of a holistic wellbeing and mental health programme that delivers healthy outcomes and a more productive organization is paramount right now.

In addition, the results of the extensive Middle East region-wide survey on wellbeing and mental fitness in organizations across the region made in partnership with Cognomie will be presented during the event.

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Magazine

DECODING FUTURE HR: Global 24 hour virtual event | 19 and 20 January 2021

Published

3 months ago

December 17, 2020

HR Revolution Middle-East Magazine

DECODING FUTURE HR: Today’s challenges are tomorrow’s trends and opportunities

Global 24 hour virtual event | 19 and 20 January 2021

www.decodinghrevent.com

The world in 2020 has changed to a ‘new normality’ but what’s that ‘new normality’ everybody talks about? Is it here to stay? How is it affecting us in our daily lives in the different versions of ourselves? As a customer, an entrepreneur, a parent, a friend…a worker…

Our job is a key part of our lives and we are indeed living through a fundamental transformation in the way we work. Automation and ‘thinking machines’ are replacing human tasks and jobs, and changing the skills that organisations are looking for in their people. These momentous changes raise huge organisational, talent and other HR challenges. It has become clear that few organisations are likely to revert to pre-pandemic practices even after a vaccine is found.

Decoding Future HR 2021 is bringing you the ideology of how today’s challenges are becoming tomorrow’s trends and opportunities resulting in HR excellence.

Why you should attend:

Learn about the trends and best practices shaping future HR
Get valuable insights from expert speakers
Share ideas and research to help your organisation reach its goals
Understand what do employees want in ‘New Normal’
Develop new vision for HRBP and Centre of Expertise
Identify, integrate and understand stakeholders to create an intentional employee experience
Approaches and elements to leadership development.

Some of our confirmed speakers:

Tshepo Yvonne Mosadi , Human Resources Director, The HEINEKEN Company
Sarah Tabet, Global HR Director/ D&I Leader | Author for “Inclusion Starts with U”, Schneider Electric
Wadah Al Turki, Country Talent Manager KSA and Bahrain, IKEA
Lesha Chakraborti, Head of HR – EMEA, Travelex
Shaban Butt, Director HR & Administration, The Coca-Cola Company
Sajjad Parmar, Head of Rewards – APAC, eBay
Katey Howard, VP, Talent Management AMESA, Pepsico
Chen Fong Tuan, HR & General Affairs Director, Samsung Electronics
Prerna Ajmera, Senior Director, HR Experiences and Solutions, Microsoft
Václav Koranda, Vice President Human Resources / Member of the Board of Directors, T-System
Amy MacGregor, VP Employee Experience, Global HR, Manulife
Adwait Kashalkar, People Analytics and Programme Management Leader, APAC, Mastercard

Click here to view all speakers: www.decodinghrevent.com/speakers

At Wisdom we remain positive that ‘normality’ will soon return and that we will be able to physically meet together once again as speakers, delegates and sponsors at our beautiful venues around the world. But meanwhile, life continues and we need to keep in touch and learn from each other. This 24-hour virtual event will be of great benefit and value to your businesses and its continued development during these challenging times. While this virtual event comes at a lesser cost, it provides for now a wider reach into an international audience, with flexibility of access to content as well as allowing you to have the same opportunity as at a face-to-face session for one-to-one business meetings. We look forward to welcoming you in January.

Date and time: 19-20 January 2021	Where: Virtual engaging platform
Further information and bookings: www.decodinghrevent.com	Contact: marketing@wisdom.events #WSDM_BI