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Better is the adjective by which most of us lead our lives: better homes, better cars, better lifestyle and, more than often, better jobs. Such is the case that, while employees continuously aim to improve their careers, sometimes by changing jobs, companies strive to come up with solutions to reduce voluntary turnover. Employee retention rate has been and remains one of the most intense battles fought by executives and HR departments.
Leaders have different ways and strategies to engage their employees,depending on the size of each organization. Employees’ productivity is, most of the times, reflected in their commitment towards the organization. Therefore, every organization defines and has diverse approaches to make their workers engaged and, ultimately, more productive.
We live in a world where companies are rapidly growing, developing their services and entering new markets. For achieving success, organizations invest more and more in the human capital, as one of the company’s main assets.
Having a large number of employees might have downsides, and one of them is that some employees can get lazy at their job. Organizations can track the results of the company or department, but that doesn’t always reflect the volume and quality of work each employee has done.
There are many parleys on the performances of men, as opposed to the performances of women. Whether we like to admit it or not, we always find ourselves in the middle of the same controversy: are men better managers than women, do women achieve better performances than men, what do we do when faced with the evaluation of each party’s results? It may be a mistake to try to find the standard answer, when key performance indicators are gender autonomous. So, how do we measure performance, in regards to gender, if the instruments we use to measure performance with, are unbiased? The answer is, we do not.
Differential management is the key for talent development within an organization. The concept and direction of differential management has recently penetrated the workplace environment. This approach represents quite the opposite from what companies used, or even still use, in practice when it comes to managing high performing employees.
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