Промышленный лизинг Промышленный лизинг  Методички 

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To be successful and to gain and sustain a competitive advantage, professional services firms must specifically do four things very well with the people they have in their organization:

1. Maximize productivity through optimal utilization and engagement.

2. Reduce the hard cost of turnover (e.g., cost of replacement) as well as the associated soft cost (e.g., talent and experience drain).

3. Increase customer satisfaction through effective deployment and coordination of talent.

4. Maintain a high level of quality control through an appraisal process that ensures that only the best talent is kept in the organization.

In the balance of this chapter, we address how you can achieve these goals by focusing on the following key areas:

Identify your requirement profile.

Assess the talents, skills, capabilities, and passions in your resource pool.

Determine the optimal level of individual sustainable capacity and potential resource utilization. Install an employee pool performance ranking and management system. Manage your aggregate billable resources. Automate the administration of your resources. Develop engaging management skills.

Identify Your Requirement Profile

For people-centric professional services organizations, having top performers is clearly a critical part of gaining a competitive advantage. In some instances, you may decide that for a small assignment with limited revenue potential, it will suit you to hire someone at a lower salary level with less talent, experience, or knowledge in order to get the job done and make a reasonable profit. Or perhaps part of your unique selling proposition to your market is lower prices for a finite medium-level set of skills that can get the job done. For example, the skills sought by a legal practice that specializes in tax preparation and advisory for corporate clients versus the skills sought by a tax preparation service for general consumers will be quite different in terms of the level of tax-knowledge depth and sophistication they seek in their employees. Unless you are pursuing the lower price end of the value chain or resourcing for a low-margin, short-term project, you should, for the most part, pursue the top talent in your field.



Many organizations, unfortunately, have a difficult time finding the top performers they need because of a common misconception. This misconception is often voiced when managers and executives speak of people as being either top performers or low performers as if some people were naturally born to excel at everything and others were doomed to plod through life. Numerous studies, however, show that being a superstar performer versus a poor performer is situational. More specifically, people generally perform as superstars when their work engages their best talent, skill, capability, and passion mix.

Talent is the natural endowments of a person, including special aptitudes sometimes referred to as the persons gifts. The Gallup organization, which has performed one of the most extensive studies in this area, has specifically identified 34 talent themes that explain the differences between how people relate to one another and why different people will excel or fall short based on various settings. These key themes grouped under talent types as presented by Gallup are shown in Exhibit 13.1.3

According to Gallup, it is the presence of some of these themes, that automatically guides and triggers both learning and emotional response as well as the absence of other themes that result in the differences in how people relate, impact, strive, and think. When we observe someone who seems to be able to perform exceptionally well and continues to learn and grow in a particular field or endeavor at a pace beyond the ordinary, we are witnessing these talent themes at work.

Capability is the potential for the future development of a persons talents into skills and competencies. Whereas talent focuses on an inherent gift or aptitude, capability focuses on the overall size or potential for development of gifts into skills and competencies that produce results. Skill, on the other hand, refers to the ability to perform work that results from acquired knowledge that

THEMES

RELATING

IMPACTING

STRIVING

THINKING

Communication

8. Command

Achiever

Analytical

Empathy

9. Competition

Activator

Arranger

Harmony

10. Developer

Adaptability

Connectedness

Includer

11. Maximizer

Belief

Consistency

Individualization

12. Positivity

Discipline

Context

Relator

13. Woo

Focus

Deliberative

Responsibility

Restorative

Futuristic

Self-Assurance

Ideation

Significance

Input

Intellection

Learner

Strategic

Exhibit 13.1 Talent Themes



enables the person to do something competently. Finally, the passion dimension refers to the intense set of emotions that compels a person to action. It usually appears as a strong liking or desire for or devotion to some activity.

A professional could have a talent that through knowledge has resulted in skills that he or she uses indifferently because of a lack a passion for the actual work. This person may also be performing at the top of his or her capability for using that talent and, therefore, may promise little in terms of future development. Another person could have a great reserve of untapped talent, some of which has been converted to skills through education and a huge passion for the work that drives him or her to reach for greater heights of performance. This person may also have huge capabilities and offer a great deal of future potential. Either of these people could be the right person for a role in your company. Either can be a superstar, depending on the role and your company. The important thing is that you first give the term top performer a more concrete definition relative to these four dimensions of talent, capability, skill, and passion, and then use the resulting criteria template as your basis for understanding the needs of your company.

The best question for business owners and executives who are seeking top performers to ask is, Who can be a superstar in my business environment in the particular jobs I have in mind? What are the key requirements for success in your company? The answer is...all of the talents, skills, capabilities, and passions that are needed to reach your companys business objectives.

Zeroing in on Your Requirements

One tool extremely useful in identifying the key success requirements for a company or specific team function is the alignment chart. An alignment chart enables you to clearly link company goals to the specific talents, skills, capabilities, and passions that are needed to reach them. To put together an alignment chart, simply:

Create a form with your word processor.

Across the top row, label the first three columns from left to right:. -Company objectives -Team goals

-TSCP needed (talents, skills, capabilities, and passions)

In the first column under Company Objectives, list your main three to five key company objectives.

Next, make one copy of the one-page document for each team in your organization, for example, copies for accounting, marketing, sales, and so on.

On each of the copies for one of the teams, fill in under Team Goals the answer to the question: How will this team contribute to the company objectives?



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