#HR #RRHH Making love and making personal #branding #leadership

How inclusive or exclusive should organizations be when developing their employees’ talents? In a world of unlimited resources, organizations would surely invest in everyone. After all, as Henry Ford is credited as saying, “the only thing worse than training your employees and having them leave is not training them and having them stay.” In the real world, however, limited budgets force organizations to be much more selective, which explains the growing interest in high potential (HiPo) identification. An employee’s potential sets the upper limits of his or her development range — the more potential they have, the quicker and cheaper it is to develop them.

Scientific studies have long suggested that investing in the right people will maximize organizations’ returns. In line with Pareto’s principle, these studies show that across a wide range of tasks, industries, and organizations, a small proportion of the workforce tends to drive a large proportion of organizational results, such that:

One of the key roles any leader plays is finding ways to motivate your team to reach your organization's goals. But the secret to motivating people is, wait for it .....that you can't do it. I have studied this issue by talking to and working with thousands of people over many years and the one thing everyone can agree on is that you can't motivate someone to do what they don't want to do.

What you need to do instead is find out what people want and then show them how they can get it. Motivation is intrinsic. People get excited about pursuing a goal when it's in their own self-interest. As a leader, the trick is to see if you can find an alignment between what your people want and what will help grow the organization. The upside is that if you can tap into the underlying desires people have, you will get amazing performances in return from them.

The big questions in this discussion center less on why leaders need to prioritize employee experiences and grow employer brand equities, and more on how. How do leaders build an employee experience so exciting that people come to work from day one engaged and ready to give their all? How do leaders sustain that experience and help their cultures thrive over time, so their brands, businesses and customers thrive too? How do leaders create a meaningful experience that leaves people feeling happy and positive, especially when it’s time for them to leave?

In the key takeaways and recommendations from its 2016 Global Workforce Study, Willis Towers Watson provided its answer to the how question: Businesses looking to increase engagement should begin offering their workforces more valuable “consumer-like experiences.”