EmployWise: Altering Performance Management into a Process of Nurturing Talent

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Performance management and nurturing talent are both very critical aspects for an organization’s quality of performance and growth. The term performance management can be defined as the specific approach for getting successful results in organizations by improving the capabilities and skill set of the individuals.

However, the process of performance management in the current business environment does not solve the requirements of the current market trends. Basically, performance management is all about managing the workforce as a whole for ensuring maximum output for the organizations. The most critical part this procedure lags is the effort for nurturing of individual talent.

There are reasons why performance management procedure doesn’t prove to be fruitful in today’s business environment and one of the main reasons is the consistent transformation of the industrial workforce into knowledge workforce. The process of performance management only follows one way which has been decided upon by the management but individual nurturing provides room for multiple ways to approach various organizational situations. Moreover, the performance management is only directed upon maximizing product output and does not concentrate on competitive environment. Lack of creativity, collaboration, self-motivation and autonomy over important decisions are some other areas where the idea of management directed performance management process fails in the current market.

Practical Ways for transforming Performance Management into Talent Development

1. Organizations need to rethink on their limited ways of nurturing talents which is executed once a while. In the current environment knowledge enabled workforce and tasks, talent nurturing should be of highest priority and newer executable ideas should be repeatedly implemented in close intervals of time.
2. Encouragement and motivation are the two important factors for allowing existing talents to nurture within the organization. However, these two factors are successfully established when employees are allowed to have enough autonomy to express their new ideas in multiple dimensions of organizational work.
3. When it comes to enabling the workforce to function in a qualitative manner, training them with new arriving skills and creating an environment that allows them to share their knowledge is very essential. Organizations must invest with a strategic and ambitious manner in improving the training structures and communication channels between the employees.
4. Encouraging employees to play a proactive role in the organizations should be supported by a perfect reviewing of the talent and planning succession of positions accordingly. An effective and organized way of judging the eligible talent for various organizational roles encourages the whole workforce to dedicate healthy amount of their time in developing their knowledge based skill consistently.

Adding value to the ways that an organization functions depends upon how well the environment to nurture the employee talent is leveraged. Additionally, deserving talent should be awarded with more responsible positions and allowed to share their new and creative ideas consistently. An organization can only be successful when there is a steady flow of knowledge based talent who find its work environment further more useful to evolve with their skills.