| What is the most important task of any HR
| |
| | The most important thing about talented
|
| department? I think the one thing they
| |
| | people is to provide them with adequate
|
| can do is to find and keep talented
| |
| | learning and growth opportunities. Keep
|
| people within company. The problem is
| |
| | them interested in your company, not just
|
| that these people are usually not like
| |
| | because you pay money for the job, but
|
| others (that's why you want to hire
| |
| | let them work with some interesting
|
| they!), they do not pay much attention to
| |
| | projects. If you have an education
|
| salary you suggest, they don't want to
| |
| | courses, suggest them to visit courses
|
| have stock options and don't think in
| |
| | they like. Also, consider some "don't"-s.
|
| terms of profit and loose. You goal is to
| |
| | Don't make a usual rotation you might
|
| find these people, hire them and keep
| |
| | willing to do for others. If you find
|
| them in company as long as you can. That
| |
| | talent, then I'm sure you don't need him
|
| is the main goal of any HR department.
| |
| | or her to fill like brick in your company
|
| Let's discuss how to manage talents in
| |
| | building. These people are more sensitive
|
| your company. The first task is to find
| |
| | to that kind of changes.
|
| gifted people, I'm sure you know how to
| |
| | The best option for talented people is
|
| find people to hire, but the task here is
| |
| | learning-on-the-job, suggest them to
|
| to find talented? How to do it? Well, I
| |
| | learn some technology, or pay attention
|
| cannot advise much here, you will need to
| |
| | to some market tendency, suggest them to
|
| talk with hundreds to find the one, more
| |
| | learn a foreign language.
|
| over you will probably need to provide
| |
| | Actually, training opportunities are the
|
| some people with test job to find the
| |
| | one metric which should be considered as
|
| right person. But there is an indicator
| |
| | a "talents" indicator. Ask people you why
|
| that you are performing well: if you will
| |
| | they are interested in position you
|
| find something that is not usual and is
| |
| | suggested, the good answers are, "because
|
| extraordinary, pay attention to this
| |
| | of I can work here with X technology and
|
| person.
| |
| | help you to develop Y product", I'm sure
|
| In terms of finance talented people are
| |
| | you are talking to gifted person or "I
|
| easy to hire. Typically, you will no need
| |
| | like your training opportunities", again,
|
| to pay huge salaries or pay someone to
| |
| | you are talking to the person, who will
|
| abandon their job. The turnover rate
| |
| | learn faster than you can imagine. This
|
| within this kind of people is below
| |
| | is a great business investment.
|
| average, as the only reason why they
| |
| | The good idea is to combine some talented
|
| change their job is they cannot find
| |
| | oriented metrics into the set of metrics,
|
| something new and interesting. When
| |
| | key performance indicators or scorecards,
|
| hiring talented person you will need to
| |
| | so that you can always compare your
|
| hire some ordinal persons and probably
| |
| | current HR strategy against "searching
|
| fire them later, so you should carefully
| |
| | talented" strategy and answer the
|
| consider what the impart of bad hire
| |
| | question - if you are performing well.
|
| might be.
| |
| |
|
