Re-Defining the Talen Engagement Experience

Bader Al Mansoori
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Abstract

While organizations envisage flawless strategies and impeccable objectives to reach their ambitious missions, the unseen blind spot always happen to be the resources through which these objectives or initiatives have to be executed. Specifically with in the resources of people, process and technology, it is the people element that always take the back seat for the primary reason that it's an inside out process as compared to outside in. This paper aims to look at how to possibly solve this age long issue of talent engagement and what necessary easy to implement steps can be taken in order to address the issue with in organizations and thus build a workforce who are not just physically present during work but very much mentally as well. Below are a few objectives and outcomes we aim to achieve through the right implementation of engagement strategies. Once we manage to create a sense of belonging in the workforce through constructing an ecosystem where everyone feels valued, safe, and empowered; employees will manifest positive attitude in the workplace and strengthen one another thus achieving greater business results with no extra resource. often times we tend to forget that our employees are actually the face of our organization and they represent us in every single transaction we make with our stakeholders. With an engaged workforce we have more possibility of concept sharing, interaction and ideation that stems right from the lowest to the top most layers in the organizational ladder. This is to prompt the employee to make him / her feel as part of the organization which contributes directly to higher efficiency, lesser leaves and even lesser attrition rate and better visibility for attracting talented workforce. Most importantly Talent engagement is about bridging the gap between the organizational goals and that of the workforce and building a workforce with a sense of fulfillment and happiness. While organizations give immense consideration in bringing in world class technologies and implementing fool proof processes, the inevitable failure happens due to their inadequate attention to people who will drive the change. In highly challenging times where organizations are forced to consider various initiatives to sustain the show, the importance of Talent Engagement is more prevalent than ever because, the efficient use of talent and resources at large within would pretty much make or break the organization in the time to come.
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重新定义人才参与体验
当组织设想完美的战略和完美的目标来实现他们雄心勃勃的任务时,看不见的盲点总是发生在执行这些目标或计划的资源上。特别是在人力资源、流程和技术方面,人员因素总是处于次要地位,主要原因是它是一个由内而外的过程,而不是由外而内的过程。本文旨在研究如何可能解决这个长期存在的人才参与问题,以及可以采取哪些必要的易于实施的步骤,以解决组织中的问题,从而建立一支不仅在工作期间身体在场,而且在精神上也非常出色的员工队伍。以下是我们希望通过正确实施参与策略来实现的一些目标和结果。一旦我们通过构建一个让每个人都感到被重视、安全和被授权的生态系统,成功地在员工队伍中创造归属感;员工将在工作场所表现出积极的态度,并相互加强,从而在没有额外资源的情况下取得更大的业务成果。很多时候,我们往往会忘记员工实际上是我们组织的脸面,他们在我们与利益相关者的每一笔交易中都代表着我们。有了一个敬业的员工队伍,我们就有更多的机会进行概念共享、互动和创意,这些都是从组织阶梯的最底层到最高层开始的。这是为了促使员工让他/她觉得自己是组织的一部分,这直接有助于提高效率,减少离职,甚至减少流失率,并更好地吸引有才华的员工。最重要的是,人才参与是关于弥合组织目标与员工目标之间的差距,并建立一个有成就感和幸福感的员工队伍。当组织在引进世界一流的技术和实现防傻瓜流程方面给予了巨大的考虑时,不可避免的失败发生了,因为他们对推动变革的人关注不足。在极具挑战性的时代,组织被迫考虑各种举措来维持演出,人才参与的重要性比以往任何时候都更加普遍,因为在很大程度上,人才和资源的有效利用将在很大程度上决定组织的成败。
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