Running a Digital Ready Talent Management (II) July 2016

People are always the most invaluable asset in businesses. “Hiring the right person for the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? How do you define “Digital Fit”?
   Running a Digital Ready Talent Management (II)Integrating Performance Management and Talent Management to Achieve High-Professionalism? People are always the most invaluable asset to the organization. However, in most companies, people management are silo disciplines and outdated practices. In order to strengthen the weakest link - people and advocate high-professionalism, how can organizations integrate performance management and talent management to a holistic solution to get people digital-ready, to unleash their potential and inspire innovation?
Five Traits of High Quality IT Professionals  People are always the weakest link in any organization, this is particularly true for IT organizations due to the changing nature and complexity of technologies. IT skills gap is a significant challenge facing IT leaders today, the common complaints from talent managers include: people do not have the right competencies; they can’t find the right skills to fill the positions or their non-IT partners do not understand IT, etc. Are such problems an organization specific, or systematic? what are exactly the skills gaps and what are the resulting symptoms? What are the emergent traits to be high-quality IT professionals regardless of the specific skills, how to reinvent "IT geek" stereotype and build a healthy and positive IT culture for catalyzing innovation.
The Continuous Performance Management: Performance Management is an important process which underpins organization’s collective human capability to achieve high performance. However, in most organizations, the term "Performance Management" has a negative connotation because it tends to label processes that the business sees as, at a minimum, administratively burdensome and at worst simply dreads. There is a danger of not having a process to "develop and nurture" performance, bias and favoritism are common in the workplace. Waiting until once per year or even every six months to evaluate workers is also not enough to know key performance nor should it be. So what're the differences between Continuous Performance Management and traditional Performance Management? Where will you go by using such methods?
How to Build Sustainable Motivation?: Motivation is often innate, and it is different for each one according to cognition, personality, and circumstances. Motivation is not only about the feeling, but a combination of several emotions also describes the trajectory of behavior. Motivation fluctuates and when it does can we still be honest and say yes a bit low today. Which requires being in the moment and facing self now. Most of the motivations are a short run, but how to build sustainable motivation? And how to strike the right balance between the two important factors of motivation “push” and “pull”?
The True Value of Employees: Let's look at the definition of value in order to brainstorm what is the true value of the employee. Value is something that is held to deserve; the importance or preciousness of something, There is an attempt to quantify the value of an employee in financial terms. To estimate the monetary worth of (something); worth - price - cost - merit - rate; appreciate - evaluate - estimate - appraise - assess. It is easier to look at direct labor costs, burden, and even recruiting/hiring and training costs. But there is an element that is even harder to put into monetary terms. How does one put a value on what an employee can add or take away from culture? How does one negative employee impact efficiency or productivity? How does a creative employee help the organization discover the new way to do things, hence saving the cost or improving the revenue., etc? The 'True Value' of an employee is: 'A total of what the employee brings to a business, now and in the future via multi-dimensional lenses (Quality, Creativity, and Productivity).' You need to look at all aspects of their individual traits, work ethic, influence, creativity, experience, ability, achievements and performance, and the hidden potential each employee has if given the opportunity to excel within the work environment.
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