Identification and Motivation of High Potentials to Keep Their Intellectual Property in the Company

Identification and Motivation of High Potentials to Keep Their Intellectual Property in the Company

eBook - 2014
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of the box - so one day employees can just make certain decisions for the manager - so the manager can focus on bigger pictures. Manager's goals should help to accomplish employee's goals: Before any employee starts working, the manager should always ask them their five most important personal goals. These goals cannot be tied to work and have to be purely personal. Once they list them out, the manager let them know which ones the company can help them accomplish. In most cases the company can typically solve four out of five goals any employee lists out. So as they continue to work for the company over the course of each year, the manager should slowly help them to mark off each of the employees' goals. The reason to help employees out in their personal life is because it will affect their work life. It does not help to keep both worlds separately, people just have a tendency to mix work life and personal life together. Surely there are only a few points to help to keep the employees happy while pushing them to their limits. Nowadays many companies know that it is the small things that really make a big difference. The points above show how important it is to know the employees, to bond with them and to find out what makes them happy in life.
also an important function of the director or manager. Encourage and discourage at the same time: Every Monday, Tuesday, Wednesday, and Thursday the manager has a tendency to point out how employees can work more efficiently, what else they can do for the company, and how they need to be creating more aggressive revenue goals. Over the years it is important to learn that criticizing people four days a week does not help them work harder, but at the same time it can push them to quit. So every Friday, the manager should make sure to compliment them on how well they are doing their job and how happy he / she is to work with them. Good managers also do the same thing over the weekend through text messages and emails, which makes them ecstatic and ready to work harder on Monday. The reason to compliment on Friday is because it is usually a deadline day in which everyone is trying to hit all of their weekly goals. So by saying how well of a job they did, it shows that you appreciate them as well as give them a sense of accomplishment. Dangle a carrot: The best way to motivate employees to work hard while keeping them happy is to dangle a carrot in front of them. For each employee a manager has to figure out what carrot appeals to him or her most. Whatever carrot you decide to dangle, make sure your employee is emotionally attached to it. Playing off of logic is great, but dangling carrots that play off of emotions are more effective. Give employees a voice: Every employee has feelings and people want to be heard. So when there are meetings or decisions about the company, managers should ask the employees what they think. Managers don't always have to take their input, but managers are better off asking them what they think as they could come up with a good solution or a point that may never been thought of. Plus this will also help them think outside
The author has chosen the topic as it is becoming increasingly difficult to find, identify and motivate good employees, and to keep them in one's own company. The demand for high potentials is unimaginably high. In the end, it is in the interest of the company itself, not to lose the high potentials. Therefore, it is important to identify and motivate high potentials in order to retain them in the company. Primarily, this concerns the highly dedicated staff, but also the tacit knowledge of the employees that is not explicitly written down. The author starts with the introduction to the subject, and the exemplification of the problem. Moreover, the objectives are presented, and a demarcation issue is set. Then, it is shown how a simple method can identify high potentials. Chapter three describes the proper motivation of A-staff on the basis of a case study. The following chapter investigates the way to keep the previously identified employees in the company in order to exploit the existing potential, and further presents the top 10 employee retention tools. Thereby, the topic is also completed by a case study. A final conclusion collects all the previously mentioned points and ventures a prognosis for the future.   Auszug aus dem Text Text Sample: Chapter 3.4, EXECUTIVES AS ENERGY MANAGER: Energy performance in office buildings is part art, part science. Too often, firms place particular emphasis on the 'science' - replacing equipment, focusing on new technologies, and relying on sophisticated energy management systems. But the reality is that day-to-day decisions and operations by individuals have as much of an impact on energy performance as the equipment, if not more. Finding ways to motivate, acknowledge, and reward these individuals in a way that aligns their contributions with overall energy goals is critical to a successful effort. This is
Publisher: Hamburg : Diplomica Verlag, 2014
Edition: 1st ed
Copyright Date: ©2014
ISBN: 9783954896363
9783954891368
Branch Call Number: Electronic book
Characteristics: 1 online resource (111 pages)
Additional Contributors: ProQuest (Firm)

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