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{{B}}Finding and keeping
tomorrow's high-fliers{{/B}} To gain competitive advantage, organisations need to attract and retain potential high-performers who can develop and implement winning strategies. They need people with a genius for{{U}} (21) {{/U}}things done quickly and effectively, which includes completing projects on time, and inspiring and leading colleagues. In{{U}} (22) {{/U}}they need the ability to ensure a company's success. Such people can{{U}} (23) {{/U}}their organisations to great heights. However, many of those who stand{{U}} (24) {{/U}}because of their talent leave because their employers are{{U}} (25) {{/U}}to their agendas. In fact, many organisations need a clearer idea of what motivates such people. Money is not particularly effective as a motivator, because high - performers tend to{{U}} (26) {{/U}}a good financial package for granted. Empowerment is particularly significant for new talent, however, and wise employers{{U}} (27) {{/U}}high - performers the opportunity to feel that they 'own' a project. The challenge of the work is another essential motivator for high-fliers, who need to feel that their employer has a strong{{U}} (28) {{/U}}of how the job contributes to their career development. High - performers should also have a platform for self- development, to enable them to{{U}} (29) {{/U}}their skills. Above all, high - performers want to feel that the organisation they work for{{U}} (30) {{/U}}them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will be hardly surprising if their loyalty is minimal. An organisation which bears ail this in mind is in a better position to keep its high-fliers, both present and future. |