Top Ten Reasons Why Large Companies Fail To Keep Their Best Talent
1. Big Company Bureaucracy
2. Failing to Find a Project for the Talent that Ignites Their Passion
3. Poor Annual Performance Reviews
4. No Discussion around Career Development
5. Shifting Whims/Strategic Priorities
6. Lack of Accountability and/or telling them how to do their Jobs
7. Top Talent likes other Top Talent
8. The Missing Vision Thing
9. Lack of Open-Mindedness
10. Who’s the Boss?
It’s never a one-way street. Top talent has to assume some responsibility as much as the organization.
Read the complete article at: Human Capital and Management Library: Top Ten Reasons Why Large Companies Fail To Keep Their Best Talent <link updated to site home> ( Search On Cite | Search On Google )
From India, Mumbai
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1001. Big Company Bureaucracy
2. Failing to Find a Project for the Talent that Ignites Their Passion
3. Poor Annual Performance Reviews
4. No Discussion around Career Development
5. Shifting Whims/Strategic Priorities
6. Lack of Accountability and/or telling them how to do their Jobs
7. Top Talent likes other Top Talent
8. The Missing Vision Thing
9. Lack of Open-Mindedness
10. Who’s the Boss?
It’s never a one-way street. Top talent has to assume some responsibility as much as the organization.
Read the complete article at: Human Capital and Management Library: Top Ten Reasons Why Large Companies Fail To Keep Their Best Talent <link updated to site home> ( Search On Cite | Search On Google )
From India, Mumbai
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Dear Mr. Sanjeev,
I agree with your information posted. People always talk about companies, but we never focus on the core "EMPLOYEES" who are held responsible for everything. I only blame the TOP MANAGEMENT and DECISION MAKERS, who are of the same demeanor, as they are held responsible for everything. TOP MANAGEMENT holds the best tactics in playing A DOUBLE GAME.
TALENT MANAGEMENT is only found in very few best organizations who know the value of their "assets - their employees" and their potential. There are other categories of organizations that just want to survive rather than creating BENCHMARKS. Even if there exists A VISION STATEMENT, it's only for NAME SAKE.
Gone are those days when there used to be a concept of A BOSS and his SUBORDINATES. The current generation of employees needs MENTORS and COACHES. Managers with the best workplace operational knowledge must shift their paradigm and embrace SITUATIONAL LEADERSHIP rather than dictating their terms. At times, the BEST MANAGERS are compelled to ignore their TALENT because employees are always helpless, and they can't go against their commitments for survival reasons.
With profound regards,
From India, Chennai
Acknowledge(0)Amend(0)
I agree with your information posted. People always talk about companies, but we never focus on the core "EMPLOYEES" who are held responsible for everything. I only blame the TOP MANAGEMENT and DECISION MAKERS, who are of the same demeanor, as they are held responsible for everything. TOP MANAGEMENT holds the best tactics in playing A DOUBLE GAME.
TALENT MANAGEMENT is only found in very few best organizations who know the value of their "assets - their employees" and their potential. There are other categories of organizations that just want to survive rather than creating BENCHMARKS. Even if there exists A VISION STATEMENT, it's only for NAME SAKE.
Gone are those days when there used to be a concept of A BOSS and his SUBORDINATES. The current generation of employees needs MENTORS and COACHES. Managers with the best workplace operational knowledge must shift their paradigm and embrace SITUATIONAL LEADERSHIP rather than dictating their terms. At times, the BEST MANAGERS are compelled to ignore their TALENT because employees are always helpless, and they can't go against their commitments for survival reasons.
With profound regards,
From India, Chennai
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