HR is Key to Keeping Talent at the Company

26 Jun

HR professionals need to be sure to find and keep top talent by taking on more defined roles in the workplace.

Caption: HR professionals need to be sure to find and keep top talent by taking on more defined roles in the workplace.

Human resources play a vital role in recruiting top talent to the organization, but these professionals are also important to retaining these star performers at the company.

According to the latest Talent Shortage Survey by HR consulting firm Manpower, 36 percent of employers across the world are unable to find the talent they need to fill open positions. This percentage has been slowly growing from year to year, with 31 percent saying the same in 2010, 34 percent claiming this issue in 2011 and 2012, and 35 percent thinking finding talent was a problem in 2013. The hardest to fill jobs are those that require the most skill, such as engineers, IT staff and sales managers. 

HR departments don't have to see the skills gap increase – there are roles they can adopt, according to Manpower, that can help bring in more talent and keep that talent at the organization. Manpower identified three distinct jobs HR can take on: supply and demand expert, marketer and designer.

HR professionals must understand the types of skills and talent the company needs to meet their clients' needs, then they must act like marketers to get the best workers in the door. They can then design a workplace that encourages productivity and collaboration to keep workers at the company. 

Potential Effects of Salary Disclosure in the Workplace

24 Jun

Employers can't stop workers from discussing their wages with one another.

How much each worker makes has traditionally been between that employee and HR. Many HR departments have had a tight hold on their payroll management and have worked to keep discussions about salary out of the workplace. In fact, numerous employers have it set in their employee handbooks that such talk about what workers make is against the companies' rules.

However, a 2012 article that appeared on TLNT noted that any rules that restrict employees' freedom to discuss their compensation is against the National Labor Relations Act. If this isn't enough, President Barack Obama recently issued an executive order stating that employers are not allowed to retaliate when workers talk about their salaries amongst themselves. According to the order, prohibitions against speaking about compensation can allow salary discrimination in the workplace to go unchecked, because if employees aren't able to talk to one another about how much they made, it is much harder for discrimination to be discovered.

Some HR professionals may not think such discrimination happens in today's workplace, but it does. Consider this example from MoneyWatch: A new supervisor of a travel company accidently sent a spreadsheet to a 11-person department that outlined what each worker made. Even though the employees did the same work, there was a $20,000 annual discrepancy between the highest and lowest paid workers. These employees might not have known there was such a difference in compensation despite everyone doing the same job if it wasn't for this mistake.

Avoid the Fall-Out of Not Allowing Salary Disclosure
Wage transparency is becoming commonplace, and HR professionals need to understand that not allowing workers to discuss their wages can lead to negative consequences. For one, prohibiting salary disclosure has been determined by the federal government to be illegal. Employers could find themselves in violation of employment legislation by not following President Obama's order.

In addition, while an article in TLNT noted fairness can be subjective, workers who do the same work should be paid equally, and employees who aren't can become mad to the point of quitting and can even bring discrimination lawsuits against the employer. For instance, the MoneyWatch article noted the employee who wrote into the publication said the morale of his or her team has dropped considerably since they discovered the pay discrepancies, and the worker in particular was angry that he or she was a top producer but wasn't compensated for that level of performance. 

What Employers Can Do About Self-Destruct Text Messaging Apps in the Workplace

23 Jun

Text messaging apps are available that cause messages to self-destruct after a certain period of time.

It is becoming easier than ever for people to use their smartphones and tablets to document discussions in the workplace. Employers are starting to encounter issues with mobile devices in regard to workers using messaging apps that cause texts sent through them to automatically delete after a set time limit. Companies can make policies stating what can and cannot be sent through mobile devices in the workplace, and establish procedures for what to do if issues do occur. In fact, it might be a good employee management strategy for employers to encourage workers not to use their own devices at work, as it can be legally and ethically risky for an employer to ask to see workers' personal devices to look at text messages.

Know Where the Danger Is
There are numerous apps on the market that automatically cause messages sent through them to self-destruct. Snapchat may be the most well-known, but, according to The Business Journals, there is a similar app called TigerText that even allows users to send each other cloud storage files. The app encrypts the messages, which expire after a set amount of time. Technology news source Gigaom reported another app, Privatext, also uses encryption to keep messages private, and these texts or pictures automatically delete after a period of time even if they aren't read. 

Employers should also be aware that the latest operating system from Apple – iOS 8 – will have a self-destruction function for pictures and video messages as well, according to CNN. These files can self-destruct in just a few minutes, which Apple says is meant to keep space open on the devices.

Deleted Text Messages Aren't the End
It's true that text messages have been traditionally hard to bring back once they have been deleted, but that's not always the case anymore, according to CIO. Paul Luehr, who has worked as a federal prosecutor and the supervisor of the Federal Trade Commission's Internet fraud program, told CIO in certain situations forensics experts can retrieve deleted messages. Luehr even said his firm just had a case where they recovered 8,000 text messages – more than a year's worth of messages – and that it's now common for texts to be part of court cases. Luehr noted it is all about the app's software and the phone models involved in the situation.

For example, during the examination into allegations that Miami Dolphins player Richie Incognito bullied one of his teammates, a National Football League investigator was able to uncover deleted text messages between the players. 

Employers should establish policies prohibiting workers from using these apps in the workplace in regards to work-related files. According to Luehr, it can be costly for hire mobile forensic investigators to dig through devices and messages looking for evidence to an investigation. It is always better for employers to be proactive at preventing issues in the workplace rather than reactive when a situation occurs. 

US Worker Satisfaction Slowly Rising

23 Jun

HR professionals should work to increase worker satisfaction.

There are many factors that go into job satisfaction – payroll, benefits and company culture are just a few. Understanding the drivers behind workers' job satisfaction is important for human capital management, as unhappy employees are more likely to leave their positions, which can cause an increased need for recruiting and training new workers.

A survey of 5,000 households by The Nielsen Company in late 2013 for The Conference Board found employees largely remain dissatisfied with their jobs, with only 47.7 percent saying they were content with their employment. However, this is an increase in satisfaction from previous findings. In 2012, 47.3 percent of workers were satisfied with their jobs, and only 42.6 percents said the same in 2011.

The biggest reasons behind workers remaining dissatisfied are a lack of bonuses, training programs and promotions. A blog in The Wall Street Journal noted that other drivers of dissatisfaction are often related to benefits, as employers are starting not to match their workers' retirement contributions and healthcare coverage is starting to disappear. HR professionals need to address these issues to improve worker satisfaction and keep talented employees at their organizations.

How to Deal with Employee Turnover

19 Jun

Keeping employees at the company requires HR professionals to adopt certain strategies.

Retention is a major focus for many employers this year, as a rising number of workers are starting to look for other positions. Strong retention strategies are essential for human capital management because not only is finding and recruiting top talent expensive, losing top workers can drive costs up even more in the short and long terms.

The High Cost of Turnover
According to LinkedIn, the average yearly turnover at a company is 15 percent, 10.3 percent of which is entirely preventable. Losing workers and having to replace them isn't cheap, either – LinkedIn noted that the average cost of avoidable turnover is $75 million for U.S. employers each year, and these companies could save $7.5 million by just reducing turnover by 1 percent. In addition, worker turnover is projected to increase this year.

HR professionals should be prepared to see many workers start job hunting if the company doesn't implement strategies to keep employees around. According to a recent survey of 3,008 full-time workers by CareerBuilder, 1 in 5 want to change their jobs sometime this year. The biggest reasons why these employees plan on leaving their current employers are because they are too stressed, don't have a work-life balance, lack professional development opportunities and didn't receive a raise last year. 

So, what can HR professionals do to entice employees to stay with the company? HR departments need to partner with company leadership and develop sound employee management strategies that drive worker engagement and satisfaction. HR professionals should also keep an eye out for signs that workers may start leaving the company, and develop payroll strategies and retention techniques that encourage employees to stay.

Why Workers Leave
The first step to reducing turnover is to understand and address the reasons behind employees leaving the business. Is it because they couldn't perform their jobs due to not having the needed skill sets? Is it due to mismanagement? According to an article in TLNT, not providing professional development opportunities and having incompetent managers are two common reasons workers quit their jobs. HR professionals need to get down to why employees are leaving the workplace before HR departments can start strategizing to keep them there. 

Low-Cost Employee Retention Programs
The strategies HR professionals embrace to retain employees don't have to be expensive. HR departments should consider implementing a recognition program to showcase workers who are top performers at the organization to boost their morale without hitting the company's bottom line. They can also provide workers with a forum in which to speak about issues in the workplace.

An article in Inc. magazine noted that time management training and professional development opportunities are relatively inexpensive ways to show workers the company is invested in making their jobs and lives easier. Other strategies include providing raises when possible. While this human capital management strategy may not be financially feasible for many companies, sometimes rewarding workers for their loyalty and hard work through monetary means can make a difference.

Red Flags Employees Will Quit
HR professionals should then look for workers who may be looking for new job opportunities. Bloomberg suggested two specific signs HR departments need to watch for: workers wanting to take on external-facing projects and building up their professional networks. Employees who want to get their names out in the industry often are the ones who are willing to go to conventions and vendor-facing assignments, according to Bloomberg. Whenever a worker is also busy networking, it can be a red flag that the employee is looking into career advancement outside of the organization. If HR professionals or company management see these signs, they may want to develop a strategy to retain the worker. Sometimes, it takes offering higher pay and professional development opportunities to retain these employees.

Study: Workplace Inefficiency Often Caused by Technology, Meetings

18 Jun

Personal cellphone use can make workers unproductive.

HR professionals need to understand and address what is causing workers to not be productive as part of their employee management strategies. CareerBuilder recently looked into this issue, and found non-work-related activities are often the culprits behind why workers are inefficient. CareerBuilder surveyed 2,138 hiring managers and HR professionals, as well as 3,022 full-time employees.

The survey uncovered that 1 in 4 employees spend at least an hour on personal communication. For example, half of workers stop working to talk on the phone or text. In addition, 21 percent take an hour to look up non-work-related content online during the workday, with 38 percent choosing to go on social media rather than work. While some employers choose to block specific sites (36 percent), others have rules in place asking workers not to make personal calls in the office (25 percent). 

However, technology isn't the only reason workers can be unproductive – gossip, noisy colleagues and unnecessary meetings are efficiency suckers as well. Forty-two percent of workers noted gossiping makes them unproductive, and 24 percent pointed to disruptive co-workers. However, meetings were also a significant disruption, with 23 percent saying meetings kill their productivity.

It's no coincidence that meetings came up on CareerBuilder's list, as other studies into the workplace have unearthed similar findings. According to Entrepreneur magazine, meetings are considered to be the biggest waste of time for most workers, and the average employee spends 5.6 hours of their week just in conference calls or in-person meetings. Employers should address how much time certain distractions take up during the workday, and develop solutions to prevent many of these issues from occurring, according to Rosemary Haefner, vice president of HR at CareerBuilder.

"It's important to be organized and designate times to work on different deliverables," Haefner said. "Minimize interruptions and save personal communications for your lunch hour or break. It can help put more time and momentum back into your workday."

What HR Reps Should Remember When Using Social Media for Recruiting

17 Jun

Social media recruiting is great for finding great candidates, but HR professionals need to be careful with how they use the sites.

Social media is now a go-to recruiting strategy for HR representatives. If an HR professional or company isn't on social media, it can mean that person or business is missing out on networking with others in their industry and finding great talent.

When it comes to hiring top performers, HR professionals know they have to use their resources effectively and go to where those talented workers are online. According to an infographic by, 93 percent of businesses turned to LinkedIn as part of their recruiting strategies in 2012, a significant increase from only 87 percent and 78 percent that did so in 2011 and 2010 respectively. So many companies are using online social networking sites to hire candidates because scoping out candidates is more efficient in terms of time and money than other types of recruiting platforms. The infographic noted 20 percent of companies consider recruiting new hires from social media to take less time to bring in new hires than other forms of hiring, and 42 percent have seen their quality of hires improve just by using social media as part of their recruiting.

Yet HR professionals must always be aware of the legal risks associated with recruiting workers on social media. Essentially, HR representatives should be conscientious of what they should and shouldn't do when hiring employees through social media job postings and tools. 

Beware of the Legal Risks
According to Human Resource Executive (HRE) Online, there are legal risks with not having a policy in place for using social media during recruiting. HR departments need to have social media procedures or put their businesses at risk of legal consequences if HR professionals gain information they shouldn't have because they are recruiting through social media.

An attorney in Boston gave HRE Online the example of an HR professional finding out a candidate's sexual orientation from looking the person up on social media. The HR representative wouldn't have received this information through other methods, and if the company eventually hired another person for the position, there is the risk that the original candidate can come back stating he or she was discriminated against because of his or her sexual orientation just because HR professionals were using social media.

It should be noted that sometimes the law isn't always up to date. HR professionals must be aware that there are new social media apps coming out every day, so the law can be behind in what is truly happening on social media, according to Business 2 Community. This means that while HR professionals may be in compliance with social media and employment legislation at the present, they may be putting themselves at risk of a lawsuit if candidates or employees question how they use social media. According to Business 2 Community, HR professionals shouldn't utilize social media as a recruiting strategy without first considering the legal risks.

Adopt Social Media Recruiting Best Practices
The best way to protect the business legally and still recruit the most talented new hires is to always use certain best practices. Business 2 Community advised HR professionals to never ask candidates or workers for their personal social media information. Not only can this represent legal risks, but it can damage the company's reputation.

HR professionals should also treat social media as they would any other channel in which they would meet candidates. Remaining respectful and professional during communications is essential for applicants to get a good impression of the company and feel as if they are truly being recruited, not part of a spamming scheme. 

Another important consideration is to have an overarching policy regarding social media recruitment. HRE Online noted that HR departments need to have one so every HR professional understands what they can and cannot do, which can make a difference to how the company remains in compliance with employment and privacy laws. 

There are many other best practices out there HR professionals can utilize to optimize their social media recruiting without putting themselves in legal binds. These best practices continue to evolve, but there is one that doesn't: networking with peers. HR representatives should consider building relationships with other HR professionals to gain more knowledge of what does and doesn't work when recruiting through social media. Sometimes, sharing experiences with colleagues can help HR professionals learn new tips and best practices they would not have otherwise come into contact with.

Consider the Latest Tools
Lastly, using some of the latest social media tools can help HR professionals improve their social media recruiting. According to, Social Recruitment Monitor is a free tool that provides HR professionals with measurements on retweets and video views, just to name a few. Another article noted Quora is a good forum to answer questions from potential candidates, giving recruiters an inside look into their expertise and how certain candidates think and their expertise. 

Interview with Alix Rubin: How Employers Can Offer Legally-Compliant Internships

17 Jun

Employers need to be careful about how they run their internships.

When companies hire interns, they need to be especially careful in regard to their payroll and employee management strategies. Simply saying the internship is to provide interns with education and experience in the industry doesn't mean businesses can get away with not paying their interns.

We talked to Alix R. Rubin, founder of Rubin Employment Law and an employee misconduct investigator at Verita LLC, to gain a better understanding about how companies' internship programs can comply with employment legislation like the Fair Labor Standards Act, and what the U.S. Department of Labor says constitutes as an internship.

Q: What types of internships are legally allowed to be unpaid?

A: It's pretty simple – it's not simple to execute. There are six requirements that the DOL says a company has to meet, and the business has to meet all six of them to have a qualified unpaid internship under the Fair Labor Standards Act.

The first requirement is: The internship has to be training in an educational environment. Whether the intern is a student or not, the employer must provide education and monitoring. I recommend weekly meetings with the intern to go over what did the person accomplished during week, what they did and – most importantly – what they learned. In essence, employers should ask, "What did you learn this week and how can I help you learn more?" Employers can have interns shadow employees for education, as shadowing helps interns gain knowledge and test their skill sets. However, it's essential that shadowing is closely supervised.

It's helpful if the internship is part of a school program, which can be through the intern's college, university or high school. If the intern is actually a student somewhere, he or she must receive academic credit and have to submit either weekly reports to whichever instructor or professor is advising the intern on the internship. The intern can also submit a paper at the end of the internship or a type of work product that would make sense in the educational environment.

One example I really like is an internship at a newspaper. If the intern is writing stories for the newspaper, he or she should submit the articles to his or her academic adviser as part of a portfolio.

The second requirement is: The internship experience must primarily benefit the intern, not the company. To me, this is the overriding requirement for the entire program. Because the company isn't paying the intern, there has to be more benefit to the intern than to the employer. When the employer gets a fresh perspective on its business and gets to give back to the community, which benefits the employer, it's considered OK. What's not OK is when interns are doing real work. If the company is making money off interns, it should be paying them.

Employers should note the first and second requirement can easily overlap, because if it's an educational experience, then it's primarily for the intern's benefit.

The third requirement is: The intern can't displace regular employees and must work under close supervision. If the company could hire a regular employee to do the intern's job, then that's really not an intern. The employer can still call it an internship if the company pays the intern either the state, city or federal minimum wage – whichever one is higher. If the intern works more than 40 hours a week, he or she will need to be paid time and a half. However, the employer does have to ensure the intern is covered by workers' compensation whether or not he or she is paid.

The fourth requirement is: The employer cannot derive an immediate advantage from the intern's activities. In fact, the intern's activities, such as shadowing, may occasionally impede operations if it interrupts workflow.

The fifth requirement is: The intern is not necessarily entitled to a job at the conclusion of the internship. While the employer is allowed to hire the intern after the conclusion of the internship or when he or she has graduated school, the company can't promise or guarantee the intern a job at the end of the internship. It can't be as if the employer and the intern are trying each other out, even if that may be the case. Sometimes, the intern wants to get experience in the industry and be able to put something on his or her resume, and that's fine as it benefits the intern.

The sixth requirement is: The intern must understand he or she is not entitled to wages. This should be in writing in a contract or an internship agreement that lays out what the intern is at the company to do, how the employer is going to benefit the intern and any tasks the intern will need to complete as part of the unpaid educational experience. Employers should incorporate as many of the six requirements into the agreement as they can, and need abide by the agreement.

Q: So if people complete an internship but it did not meet these six requirements, what steps should they take?

A: The first step is hire a lawyer and file a lawsuit. If there were a group of interns involved and they were all treated the same way, they can file a class-action lawsuit together, which has happened.

One notable case is Glatt v. Fox Searchlight Pictures Inc. The company had produced the movie "Black Swan" with the help of interns, and the southern district of New York trial court judge found the types of low-level tasks the interns completed – such as taking lunch orders, making deliveries, organizing file cabinets and making photocopies – were typically performed by paid employees. The case is currently up on appeal.

Another one is Davenport v. Elite Model Management Corp, which was the suit against Elite Model Management that ended up being settled for $450,000. There were 100-plus former interns involved in the case, and the company paid each intern between $700 and $1,750, plus the attorneys.

Q: Can you think of any challenges involved in putting interns on payroll?

A: Not really. Then the company is treating them like any other employee who is not exempt from overtime. There are basically some other exemptions as well, but the basic ones are executive, administrative and professional, and there are certain factors the company has to meet for each one to be exempt from overtime.

However, this may be changing. President Barack Obama has asked the DOL to make it harder to be exempt from overtime, and companies may have to pay interns overtime if they are eligible. It's similar to having a seasonal employee on the payroll. Employers should outline in the intern agreement or contract that the internship is for a certain term, and need to include language that says, "But we have the right to fire you at any time, with or without notice for any reason or no reason, and you can quit at any time, too." It's still actual employment, but it doesn't go beyond a certain date unless the company makes a job offer.

Q: What are some consequences of not classifying interns correctly?

A: The employer could be required to settle for a large amount, such as the $450,000 stated above, and pay every intern minimum wage plus overtime if that applies. If the company didn't keep accurate records – as many don't if they don't pay their interns – the court will go by whatever the interns say, such as many hours they say they worked. If the company is paying them, it needs to make sure to maintain timesheets either manually or electronically because the DOL requires them.

If the DOL comes in and wants to do an audit and the business doesn't have the required records, it will issue penalties even if the business is paying its interns correctly. Companies need to protect themselves, as not maintaining accurate records also leaves room for employees to take advantage. The company wouldn't have to just provide back pay and overtime, but comply with the payroll tax, unemployment insurance and disability insurance – all of employees' payroll withholdings.

The other thing is that New York City just passed new law that protects unpaid interns under antidiscrimination laws, as they weren't before. The new law states that for the purposes of discrimination and harassment, employers must treat interns like employees.

Even whistleblower laws should apply to interns, employers and HR professionals should be aware of that, too. It's a delicate balance: Employers don't want to treat interns like employee they would then have to pay the interns, but employers don't have to give interns the whole employee handbook because most of it isn't going to apply to them if they're unpaid. Employers should give interns copies of relevant policies like the company's non-discrimination, anti-harassment policy. Those are the types of things interns require.

Q: Finally, since there aren't any tests for HR professionals or employers to take, what sources would you recommend people consider before taking on an intern?

A: They should follow DOL Fact Sheet #71:

Other than that, employers should look at their state DOL website as well and see what the state requires for internships. Employers should also hire an attorney to review their internships program for employers. If employers aren't sure about how to set it up, they should really have an attorney work with them on that.

How HR Can Comply with Background Check Regulations

16 Jun

HR professionals need to comply with regulations on background checks.

Many human resources departments perform pre-employment background checks of job candidates during recruiting. Most know that the U.S. Equal Employment Opportunity Commission prohibits employers from discriminating against candidates based on their criminal histories, even though employers have not necessarily been barred from examining job applicants' past crimes. However, it is important that HR professionals understand new regulations for background checks. 

Information on New Regulations
While there have historically been few regulations on background checks and legislation on this issue has varied from state to state, Human Resource Executive (HRE) Online noted the federal government and certain states and cities have started taking action regarding checking the criminal histories of candidates. According to a Q&A in HRE Online, regulations on pre-employment background checks are becoming more common, and HR professionals need to ensure their recruiting and application policies comply with these regulations.

For instance, the HRE Online article said Minnesota, Indiana and North Carolina have taken legislative action regarding pre-employment background checks. Minnesota in particular has a new law that came into effect at the start of this year that stops employers from asking or even considering a candidate's criminal record after he or she has already been picked for an interview or offered employment, HRE Online noted. HR professionals should always be conscious of state and federal laws, which often overlap or differ from one another, in regards to compliance with employment legislation.

Insights into the Bed Bath & Beyond Case
Employers can take it upon themselves to stop rejecting job applicants with crimes in their backgrounds. According to Bloomberg, Bed Bath & Beyond has already done so after an investigation by New York into the company's practices. Bed Bath & Beyond came under fire after one of its HR professionals said at a job fair that the company doesn't hire people who have been convicted of felonies. The New York State Attorney General's office investigated the matter and found the company needed to better train its workers about state regulations.

The retailer has since reached a settlement with the state, agreeing to pay $125,000 and another $40,000 in restitution. A Bed Bath & Beyond spokeswoman has since said the company acknowledges state and federal laws regarding employment, and understands "employment opportunities should remain open to individuals with criminal histories that have been rehabilitated," Bloomberg reported.

How Employers and HR Professionals Can Ensure Safety
Some companies have implemented policies against hiring people with felonies or criminal histories to keep the workplace safe. According to an article in TLNT, a lawsuit brought forth by Texas against the EEOC claimed that the organization's guidance about background checks can actually put people in harm's way, as the state would have to consider those with criminal histories for law enforcement and teachers, just to name a few. TLNT noted the EEOC only provides guidance in this matter, and doesn't necessarily require employers to hire those with criminal histories.

Employers should also be careful not to speculate about if a convicted felon can harm others in the workforce. In fact, Madeline Neighly, staff attorney for the National Employment Law Project, told Bloomberg in an email regarding the Bed Bath & Beyond case that it can actually benefit public safety to hire those with criminal histories.

"Excluding anyone with a criminal history from employment undermines public safety," Neighly wrote in the email. "Employment is key to reducing recidivism and strengthening families and community involvement."

HR professionals need to always be aware about how their employment and employee management policies comply with discrimination and employment regulations and guidance.

How to Successfully Prioritize Talent Management

12 Jun

HR professionals need to establish talent management as a priority.

Recruiting top talent won't benefit companies unless they effectively manage and develop their best workers. Making talent management a priority for the business's human capital isn't always easy for even the most experienced companies. However, there are strategies HR professionals can implement to refocus their employers on the importance of talent management.

Understand Existing Development Opportunities
HR professionals can't improve their human capital management without first determining what strategies are already in place. According to, establishing the baseline or benchmark for learning initiatives is essential for HR professionals to develop a successful talent management strategy. suggested businesses that want to prioritize any type of management strategy to gather all available information to do so. This is an important first step.

Determine What Qualifies as High-Potential Talent
HR professionals don't want to use time and resources trying to develop workers who may not have the qualities needed to become leaders at the organization. HR departments should work with managers and company leaders to establish what talent looks like at the organization, and they should determine how to speak to these key performers to get those workers involved in their own professional development. If done correctly, employees who are considered to have high potential will be more confident in their abilities and perform their duties even more effectively.

However, HR professionals need to be careful with how they communicate with and treat these high-potential workers. An article in TLNT outlined a true story of how a worker categorized as having high potential at his organization was ready to step into a leadership role his managers encouraged him to apply for, only to be told the role could be outsourced. HR professionals need to implement talent management strategies that discourage managers from overpromising development opportunities, while still improving the skills of those workers with high potential for leadership.

Develop Goals for Talent
Once talent has been identified, noted HR professionals need to set clear objectives during the development process. Companies can't successfully prioritize their talent management without first focusing on what these initiatives should accomplish. Does talent development need to increase revenue or productivity? Should it boost worker loyalty, which will benefit the company when these workers become leaders? Answering these questions and establishing objectives are important to prevent miscommunication.

Remain Unified in the Approach
According to an article in the Federal Times, an integrated human capital management strategy is essential. Recruiting talent and evaluating workers should go hand in hand, the article suggested, otherwise there may be a disconnect between what the company wants to accomplish and its ability to meet those goals.

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