How to Manage Talent in the Information Age

Managing talent has changed in the information age. For instance, we know how Amazon fires its Flex Drivers, gig workers, with bots. In other words, no human calls them into the office or so much as gives them a phone call to tell them that their time with the company ended.

?And, we also know that the ability of bosses to monitor their workers with the use of technology only increased. For example, managers have plenty of platforms to choose from for monitoring audio and video recording, keystrokes, and knowing worker geolocations.

Other tools, such as attention trackers, allow managers to big brother workers in the office or remotely. Those trackers keep an eye on employees' distractions and can even monitor subtle body language that indicates boredom, stress, or inattentiveness. It's not going away. In fact, I anticipate it will only increase.?

The reality is that technology offers employers unprecedented ways to keep track of their teams. However, the best leaders and managers won't take adverse advantage of these tools. In other words, if and when they do lean on these tools, it's because it makes strategic and financial sense for the business. And that's the bottom line. If you want to be a leader who inspires your team, you don't want to abuse your power.

?Measuring performance and ensuring your employees do what they're supposed to do is vital to a successful business. It's always been that way, and technology hasn't changed that dynamic. It's just offered leaders much greater tools to do what managers have done for generations.

But, it's also vital to balance how you oversee team members. So, let's explore ways to manage talent in the information age.

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1.???First and Foremost, Humanity Matters

If you want your team to trust you, you must focus on humanity first. By definition, managing with humanity means that you have to see the humanness in people. I've said it often, and I'll repeat it here, you have no idea what your team may be experiencing in their personal lives. So, share a little kindness and consideration. That goodwill allows you to earn their trust.

2.???Transparent Communications is Essential

During the 2020 pandemic, I found myself communicating with my team in exceedingly transparent ways about my concerns and worries at the time. It wasn't easy, but it was the right move—the same holds concerning how you decide to measure and monitor your team. Be honest and transparent because it helps them manage your expectation.

3.???Professional Development with Technology

Let’s face it, not everyone is into learning and exploring new platforms. However, the other face of that coin is that the companies that succeed (and people) explore and test out innovative technologies. As a result, your team must get used to continually learning. So, communicate to them how developing their skills helps them do their jobs better and increases their marketability in their careers.

4.???Use the Latest Technology

On the heels of letting your team understand that tech will partner (and even monitor or measure their performance), you want to use the latest tech available for your needs. As we know, the job market is much more transparent than it was even 5 years ago. So, if you want to retain the most talented people, you're inevitably going to have to lean heavily into tech innovations to retain them.

5.???Develop & Promote Digital Leaders

Workers aren't only connected—they're hyper-connected. And as the world moves toward the metaverse, you must develop and promote your top digital team leaders. As you see people lead efforts that help you integrate more tech into your company, those are the people you want to lean on for more significant roles. Make your value proposition to your digital leaders is outstanding, so you retain them, and they, in turn, help propel your company further.?

By now, we all know that technology is disruptive by nature. Unfortunately, continuous disruption causes stress. And, if you want to add technology to measure performance or track your teams during the times they work for you, it adds more stress. So, it's essential to bring them into the process and help them understand the why of decisions you make.

When people understand the manager's or entrepreneur's reasons for doing this or that, they may or may not like it, but they will understand it. And when people understand the reasons why they feel respected. Again, they may disagree with the tools or methods, but if they feel like they're part of the process through discussions, empowered, engaged, and treated with respect, they will at the very least accept that you treated them fairly and with dignity.

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? 2021 Wayne Elsey. All Rights Reserved.