Engagement and utilisation of an individual’s talent is central to both employer and employee. I guess the key is engagement, in both directions. This allows for superior understanding of the skills, strengths and weaknesses that exist throughout the workforce at all levels. Of course, engagement takes both time and genuine interest from all stakeholders. Very often management play lip service to the above without fully committing to the task.
If we only pay lip service we leave performance and fulfilment on the table. And whilst (as you point out) it does take time and genuine interest, sometimes it really needn’t take much to move the needle a little higher.
Please stay tuned for more discussion about how to enable Fulfilling Performance!
Engagement and utilisation of an individual’s talent is central to both employer and employee. I guess the key is engagement, in both directions. This allows for superior understanding of the skills, strengths and weaknesses that exist throughout the workforce at all levels. Of course, engagement takes both time and genuine interest from all stakeholders. Very often management play lip service to the above without fully committing to the task.
Thanks for engaging, Paul!
If we only pay lip service we leave performance and fulfilment on the table. And whilst (as you point out) it does take time and genuine interest, sometimes it really needn’t take much to move the needle a little higher.
Please stay tuned for more discussion about how to enable Fulfilling Performance!