Motivation through talent management

Motivation through talent management

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Motivation through talent management

It’s crucial to implement motivational techniques within a company, and there are many practical techniques and strategies to motivate a worker.

Achieving goals in any company depends on the people and the talent. In other words, achieving success is dependent on commitment and motivation, without which it is impossible to consider the co-responsibility that drives productivity, attention to detail, and job satisfaction.

The Talent Management strategy is a key factor in achieving goals, as it greatly relates to how employees perceive their company’s valuation of them and whether their role is crucial in the business plan. Motivation is necessary because:

  • It makes employees feel comfortable with the roles they perform in their jobs.
  • It is the ideal way to combine efforts with the company through talent.
  • It is key to success in today’s environment where competition is also modernizing.
  • The opposite option would lead to failure or loss of positioning due to a lack of commitment from people.

Throughout the following posts, we talk about the management of human capital and talent in the company. If you are interested in the topic, download our free guide on talent management:

The implementation of techniques and strategies that favor the work motivation of employees should be essential for companies. All of them comply with a choice that must be made from the managerial roles, which must have previously become aware of the criticality of talent management in their organization.

The best business motivation techniques for Talent Management

Motivation is fundamental to achieving business success. As long as you start from the basis of a fair salary, there are more important things than monetary incentives. Some of these are:

  • Emotional connection: based on the bond between employee and company that strengthens the existing relationship, distancing it from a mere employment contract.
  • Recognition: besides economic compensation, it’s important for employees to receive positive feedback when they perform well and their contribution to the company is noteworthy. Focus should not only be on highlighting the negatives but also on extending feedback to achievements in the form of recognition.
  • Opportunities: people need to look towards a future that encourages them to fight for ideals. Offering attractive job opportunities within the company will ensure that employees are motivated to undertake new projects within the company, feeling satisfied.
  • Working conditions: in addition to providing people with the appropriate tools and technology to perform their tasks, it is necessary to ensure that their workday is as comfortable as possible and continuously review not only ergonomic conditions but also hygienic conditions, specifically thermohygrometric conditions.
  • Training: ensuring the growth and professional development of people contributes to improving the quality of processes and personal satisfaction. It has been proven to be a highly motivating factor due to its relationship with improving positions within the organization in the form of promotions.
  • Active employee participation: the co-responsibility sought, which functions as a sustainable motivating element, starts with a certain level of autonomy, achieved by allowing the employee to have control over the assigned tasks and facilitating their development within them as much as possible.

Those who understand motivational factors best, who know what creates satisfaction in the work environment and what detracts from it, are the people themselves. Randstad, in one of its surveys on human talent management in companies, gathered the following observations from interviewed employees:

  • A good salary, an appropriate schedule, and good environment, coupled with feeling the respect and recognition of the bosses are, to a greater or lesser extent, necessary ingredients for their involvement not to wane.
  • From their first work experiences, everyone highlights their eagerness and enthusiasm, which in some cases declined in response to the adverse work circumstances they had to live through in the following years.
  • Most assert that if they could not be involved, they would change jobs.
  • Many of the employees surveyed clearly relate motivation to the realities they experience daily.
  • The most valued motivating factors were: autonomy, creativity, recognition from the company, a good work environment, and working conditions commensurate with their worth. Assuming new responsibilities was the most favorable common point, associated with personal evolution, career development, and challenge.
  • The most demotivating factors for the employees participating in the survey were: inadequate bosses, stress, unproductive work, and poor working conditions.

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