TM - December 2007 - (Page 11)

[letters to the editor] Different Strokes I really enjoyed Dr. Harold D. Stolovitch’s column, “Job Aids: The Instant Talent Producer” (November), and it got me thinking about the complex issue of corporate regulation. “I’m not exaggerating the valuable performance contributions job aids can generate from not necessarily ‘talented’ individuals,” Dr. Stolovitch says. While this is absolutely true, it’s important to recognize, too, that not all talent works in the same way. Sure, it’s important to supply employees with tools that can help them achieve their goals, but it must also be allowed that they may or may not use these tools, depending on their work style. Additionally, if they do decide to use the tools, it must also be acknowledged that it will take them some time to learn how to use the tools efficiently. Too often do companies try to regulate how talent works, which can be a huge mistake and lead to an oppressive corporate culture. After all, “[t]he goal is worthy performance,” Dr. Stolovitch says, so unless there’s a problem with the output, it can be beneficial to leave well enough alone — or at least give it time to breathe. Dorothy Loomis Jacksonville, Fla. Move Around, Move Up time, and then come back to his original place with new vigor, insight and plans for improvement. Or, that same manager may, with additional development, leverage that rotation experience into a new position within the organization that will bring greater satisfaction to both employee and company. Caitlin Smythe Toronto Can You Measure Work-Life Balance? Reading Siobhan Cummins’ Viewpoint column in the November 2007 issue of Talent Management magazine (“Weighing in on Work-Life Balance”), I found myself agreeing with a good deal of what was said. I also believe it’s important to recognize that t to It’s importan mployees at e recognize th utside of have a life o d that the office, an from work getting away e ultimately nce in a whil tivity. o oduc improves pr employees have a life outside of the office, and that getting away from work once in a while (whether physically or mentally) ultimately improves productivity. However, I noticed there weren’t any suggestions as to how one could measure productivity, profitability or performance outcomes brought about by work-life balance programs such as flexible scheduling, more vacation days, on-site day care, physical fitness facilities and so on. Because these can involve huge measurable expenses — either directly or in opportunity costs — they need to have measurable returns. Again, I don’t dispute the premise, but I’d like to find out more about how we can show the specific value of work-life balance programs. I’m hoping Talent Management magazine will take up this topic in future issues. Brett Packer HR Generalist San Diego T alent Management Not A New Concern Become an Employer of Choice Your November cover story, “Finding Job Candidates With the Right Fit,” struck a chord in me. I agree that, if organizations are to recruit and retain the best employees, it’s critically important that said employees be given a voice to relay not only their experience but where their interests lie. I don’t think nearly enough companies take the time to mine this type of information, which is a shame, because very often employee interests can find a home in some part of the organization. For instance, a line manager with an interest and background in finance can rotate into that department for a period of I read with great interest Ron Lawrence's article, titled “What Is Your Employment Brand?” At American Dairy Queen Corp., we are in the process of developing a seminar for our franchisees and mangers on recruiting, hiring and retention of employees. Our industry (quick-service restaurants) is one with both high employee turnover and a very competitive labor market. The principles that Mr. Lawrence laid out in the article of developing a value proposition for employees, linking the employment brand to the consumer brand, maintaining authenticity, taking steps to engender loyalty, and creating a sustainable workplace culture are great principles for our operators to follow in their quest to become employers of choice in their labor markets. Walton Stanley Instructional Designer American Dairy Queen Corp. Dr. Jac Fitz-enz writes in his November column, “It was only after the dot-com crash that people started talking about employee commitment and talent manage- 10 December 2007 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - December 2007

Talent Management - December 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Capabilities The Engaged Difference: What People Want Analytics in Talent Management: The Sports View The Use of Merchandise for Employee Recognition Taking Aim at Performance Appraisals Talent Management Drives Organizational Change Generational Diversity: Mastering the Boomer-X-Y Divide Dashboard: Security-Savvy Workforce: Designing a Security Awareness Program That Works Application: Hilton Hotels Corporation:Checking Out the Merits of Paperless Efficiency Insight: Unlimited Engagement: Innovative Corporate Communication at Deloitte & Touche USA Advertisers' Index Editorial Resources Foundations

TM - December 2007

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