Talent is critical Predictor of Performance

For generations now , seasoned HR professionals have been debating on whether Talent is only or most critical Predictor of Individual Performance . Organisations have been doing some commendable work around same and there have been deep inroads towards establishing them . In all my experiences while addressing same , I found following 4 key areas which organisations must focus on along with many innovative actions which we do take :

• Develop a talent-based human strategy. Growing and sustainable businesses place talent at the core of their human resource strategy, weaving it into every aspect of how they align , attract, recruit, measure , onboard and develop employees . These companies clearly understand what success looks like in every employee role and strategically think about how each hire fits into their short- and long-term objectives.
• Focus on Grow, don't promote. Many HR analytic studies have found, companies repeatedly put people in people manager roles because they were successful in previous roles or because they have been with the company for a long time. This is a flawed strategy with serious consequences for a company's engagement, financial performance and long-term sustainability. Businesses should be highly conscious in their succession planning . A great front-line employee is not necessarily going to be a great manager, and a great manager is not necessarily going to be a great leader. Each of these roles requires a different set of talents. Companies should honor the differences between these roles and develop career paths for employees based on talent rather than title.
• Appreciate & Reward job performance, not job title. Top performers deserve the highest pay, whether they are in manager or front-line roles. In many cases, this type of pay-for-performance system may mean that employees make more money than their managers do -- and there is nothing wrong with that. High-performing employees are vital to a company's performance, which the company should compensate accordingly. Businesses back themselves into a corner when they tie pay to managerial status, creating an environment in which employees constantly compete for roles that don't suit them.
• Recognize managers' need to continually improve. A job title doesn't negate an individual's need for ongoing learning. Companies need to make an investment in their managers and provide them with the resources, tools and support they need to refine and cultivate their strengths. Development is not dependent on tenure, and managers at all stages of their career should have opportunities to learn and grow, whether through a mentor or coach, group classes, conferences or some type of online learning. The best managers are always striving to improve, and their companies should encourage them to do so .