TM - May 2008 - (Page 45) extremely well (Figure 2). Likewise, more than half of high potentials reported feeling stretched by their work in a positive and challenging manner. Certainly, strong execution of this factor, identified as a top motivator, bodes well for retention of top talent. Motivator No. 2: Total Compensation In contrast with previous studies, Hewitt found achievement-driven high potentials place great value on how much money they make. “Money makes me tick,” said one top performer. Talented employees expect their pay to accurately reflect their level of contribution, personal effort and to differentiate them from average performers. For them, total compensation also serves as tangible proof they have accomplished, if not exceeded, their goals. Unfortunately, just 42 percent of high potentials reported feeling sufficiently rewarded for their contributions, and only 43 percent considered their compensation to be commensurate with their performance. “Compensation is not tied to the value a person adds to the business,” said one top performer. Perhaps most alarming is that a mere 46 percent of Aplayers believe their compensation is competitive relative to other employers. Managers echoed the same sentiments. Such practices send a subtle message that hard work won’t get an employee any further than simply meeting the minimum requirements, so why bother? Motivator No. 3: Opportunities for Advancement High-potential employees continually feel the need for upward mobility. They recognize that progression goes hand in hand with development, learning new skills and having Figure 2: Organizations’ execution of key motivational drivers new experiences, and they expect a steady stream of opportunities in the near term, not years down the road. Only 37 percent of top performers and 34 percent of managers agreed their companies offer excellent career opportunities for high potentials. Many complained about a dearth of personalized career paths tailored to their individual development needs and blamed organizational bureaucracy and an overly hierarchical structure as the major inhibitors to career advancement. Just 31 percent of high potentials agreed their companies’ current organizational structure supports career growth, while a few attributed their companies’ limited upward mobility to “no space at the top” (Figure 2). Motivator No. 4: Good Work-Life Balance According to high potentials, a good work-life balance includes much more than simply the number of hours logged at work. It extends to the amount of travel required, the extent of sacrifice of personal life for professional success and the degree of flexibility in terms of how and when their work gets done. There is a constant struggle between maintaining quality of life with the drive to achieve, an aspiration that frequently results in a highly demanding and stressful work schedule. The message to leadership is: “Honor and respect worklife balance; give us a chance to breathe.” While 48 percent of high potentials agreed the satisfaction from their work life outweighs the sacrifices in their personal life, 59 percent said forgoing vacations and extracurricular activities negatively impacts their overall job satisfaction. Likewise, satisfaction takes a hit when they are expected to work long hours and travel extensively. One high potential explained, “There is a perception that employees are considered more valuable, the more hours they spend at the office. The company needs to recognize the need for balance, which drives productivity and creativity.” Job fulfillment/challenge 72% 70% 55% 59% 31% 39% 41% 42% 67% 67% 86% 84% High potentials Motivator No. 5: Being Linked to Business Results Top performers want to play a key role in the organization. They want projects that yield high impact on the business. High potentials yearn to understand how their efforts contribute to the success of the business and its customers. In the survey, 76 percent of high potentials and 66 percent of managers said they have a good understanding of how their work contributes to achieving the company’s mission. This is good news for employers because high potentials have consistently stated their commitment toward performance goals increases Total compensation Opportunities for advancement Good work-life balance Being linked to business results Integrity Managers May 2008 talent management magazine www.TalentMgt.com 45 http://www.TalentMgt.com
Table of Contents Feed for the Digital Edition of TM - May 2008 Talent Management - May 2008 Editor's Letter Contents Human Performance Leading Edge Learning Connections Make the Connection: Effective Employee Evaluations Vacation: The Benefit Many Employees Don't Take The Four Pillars of Managing Performance Transform Talent With Deeper Skill Specialization Mentoring's Role in Succession Planning Graybar: Supporting a Long-Term View of Talent Management American Diabetes Association: On a Mission to Improve Employee Health Taking the Talent Pulse: What Drives High Potentials? American Systems Employees Earn a Piece of the Pie Advertisers’ Index Editorial Resources Full Potential TM - May 2008 TM - May 2008 - (Page Intro) TM - May 2008 - Talent Management - May 2008 (Page Cover1) TM - May 2008 - Talent Management - May 2008 (Page Cover2) TM - May 2008 - Talent Management - May 2008 (Page 1) TM - May 2008 - Talent Management - May 2008 (Page 2) TM - May 2008 - Talent Management - May 2008 (Page 3) TM - May 2008 - Editor's Letter (Page 4) TM - May 2008 - Editor's Letter (Page 5) TM - May 2008 - Contents (Page 6) TM - May 2008 - Contents (Page 7) TM - May 2008 - Contents (Page 8) TM - May 2008 - Contents (Page 9) TM - May 2008 - Human Performance (Page 10) TM - May 2008 - Human Performance (Page 11) TM - May 2008 - Leading Edge (Page 12) TM - May 2008 - Leading Edge (Page 13) TM - May 2008 - Learning Connections (Page 14) TM - May 2008 - Learning Connections (Page 15) TM - May 2008 - Learning Connections (Page 16) TM - May 2008 - Learning Connections (Page 17) TM - May 2008 - Learning Connections (Page 18) TM - May 2008 - Learning Connections (Page 19) TM - May 2008 - Learning Connections (Page 20) TM - May 2008 - Learning Connections (Page 21) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 22) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 23) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 24) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 25) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 26) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 27) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 28) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 29) TM - May 2008 - The Four Pillars of Managing Performance (Page 30) TM - May 2008 - The Four Pillars of Managing Performance (Page 31) TM - May 2008 - The Four Pillars of Managing Performance (Page 32) TM - May 2008 - The Four Pillars of Managing Performance (Page 33) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 34) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 35) TM - May 2008 - Mentoring's Role in Succession Planning (Page 36) TM - May 2008 - Mentoring's Role in Succession Planning (Page 37) TM - May 2008 - Mentoring's Role in Succession Planning (Page 38) TM - May 2008 - Mentoring's Role in Succession Planning (Page 39) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 40) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 41) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 42) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 43) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 44) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 45) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 46) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 47) TM - May 2008 - American Systems Employees Earn a Piece of the Pie (Page 48) TM - May 2008 - Editorial Resources (Page 49) TM - May 2008 - Editorial Resources (Page 50) TM - May 2008 - Editorial Resources (Page 51) TM - May 2008 - Editorial Resources (Page 52) TM - May 2008 - Editorial Resources (Page Cover3) TM - May 2008 - Editorial Resources (Page Cover4)
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