Motivating high-calibre staff1) An

Motivating high-calibre staff

1) An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.
2) High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are fill of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organisations to greater and greater heights.
3) The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and inspiration.
4) However, not all high performers are stolen, some are lost. High performers generally leave because organisations don not know how to keep them. Too many employers are blind or indifferent to the agenda of would be high performers, especially those who are young.
5) Organisations should consider how such people are likely to regard important motivating
factors.
6) Money remains an important motivator but organisations should not imagine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.
7) Empowerment is a particularly important motivating force for new talent. A high performer will seek to feel that he or she owns a project in a creative sense. Wise employers offer this opportunity.
8) The challenge of the job is another essential motivator for high performers. Such people
easily become demotivated if they sense that their organisation has little or no real sense of where it is going.
9) A platform for self-development should be provided. High performers are very keen to develop their skills and their curriculum vitae. Offering time for regeneration is another crucial way for organisations to retain high performers. Work needs to be varied and time
should be available for creative thinking and mastering new skills. The provision of a coach or mentor signals that the organisation has a commitment to fast-tracking an individual’s
development.
10) Individuals do well in an environment where they can depend on good administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.
11) Above all, high performers - especially if they are young - want to feel that the organisation
they work for regards them as special. If they find that it is not interested in them
as people but only as high-performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will worry competitors.

Результаты (вьетнамский) 1:

Motivating high-calibre staff1) An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.2) High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are fill of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organisations to greater and greater heights.3) The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and inspiration.4) However, not all high performers are stolen, some are lost. High performers generally leave because organisations don not know how to keep them. Too many employers are blind or indifferent to the agenda of would be high performers, especially those who are young.5) Organisations should consider how such people are likely to regard important motivatingfactors.6) Money remains an important motivator but organisations should not imagine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.7) trao quyền là một lực lượng động cơ thúc đẩy đặc biệt quan trọng cho tài năng mới. Một biểu diễn cao sẽ tìm cách để cảm thấy rằng họ sở hữu một dự án trong một ý nghĩa sáng tạo. Khôn ngoan sử dụng lao động cung cấp cơ hội này.8) những thách thức của công việc là một động lực cần thiết cho người biểu diễn cao. Những người như vậydễ dàng trở thành demotivated nếu họ cảm giác rằng tổ chức của họ có ít hoặc không có ý nghĩa thực sự của nơi nó đang xảy ra.9) một nền tảng cho tự phát triển cần được cung cấp. Biểu diễn cao là rất quan tâm để phát triển các kỹ năng của họ và lý lịch khoa học của họ. Cung cấp thời gian cho tái sinh là một cách rất quan trọng cho các tổ chức để giữ lại biểu diễn cao. Công việc cần phải được khác nhau và thời giannên có sẵn cho tư duy sáng tạo và thành thạo kỹ năng mới. Việc cung cấp một huấn luyện viên hoặc cố vấn tín hiệu rằng các tổ chức có một cam kết để theo dõi nhanh của một cá nhânphát triển.10) cá nhân tốt trong một môi trường nơi họ có thể phụ thuộc vào tốt quản trị hỗ trợ. Họ sẽ không muốn cảm thấy rằng sự thành công của họ là chiến thắng cho tổ chức bị mất vì không hiệu quả của người khác hoặc bởi các điểm yếu trong lĩnh vực hỗ trợ.11) trên tất cả, biểu diễn cao - đặc biệt là nếu họ là người trẻ - muốn cảm thấy rằng tổ chứchọ làm việc cho trường hợp họ là đặc biệt. Nếu họ thấy rằng nó không phải là quan tâm đến họas people but only as high-performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will worry competitors.