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How to engage talent in a Work-Life context | Exploit the link between personal achievement and business performance

According to Tim Coburn, a Motorola OD specialist in Europe, only those organisations that learn how to engage talent properly will be able to thrive in today’s competitive environment.

Coburn’s thesis is that: “People are no longer content just to have a career; they want to create a life. They want a balance between work and home; alignment between what they do and who they are. Work opportunities that fulfil personal goals have become powerfully attractive, and when individual visions and personal goals are connected to business objectives, organisations can realise the most valuable contribution that people can make. Therefore, to engage and win the war for talent, companies must provide freedom and focus — freedom for personal goals and focus for competitive advantage.”

Talented leaders make it possible for people to achieve the goals they are passionate about. They understand the link between personal achievement and business performance, and successful organisations use individual aspirations to set challenging business objectives – they know it is a powerful factor in employee motivation, commitment and performance, which in turn fuels business results.

Four Practical Steps

Tim Coburn provides the four key practical steps that should be taken into consideration when engaging talent:

Step One: Prepare the groundwork:

  • Firstly, involve leaders in conversation to engage their own talent and skills
  • Motivate, stretch and develop them to achieve their personal goals and business objectives
  • Equip leaders with the skills to engage their talented people
  • Involve leaders and their teams together in acquiring skills for engaging talent

Step Two: Create ‘time out’ for people to clarify the link between their personal goals and business objectives.

  • Provide an opportunity for them to:
  • Clarify an enriching story of their life
  • Create a personal vision
  • Extend their vision to set challenging business objectives
  • Renew personal effectiveness to create commercial value
  • Decide what to do next and how to act
  • Then enable them to bring the essential elements of this process back into their work.

Step Three: Integrate these new skills into established management practices through:

  • Performance management and coaching
  • Leadership development
  • High potential manager development
  • Career planning
  • Mentoring
  • Executive coaching

Step Four: Define measures of success and evaluate the results, look at:

  • Achievement of business objectives
  • Achievement of personal goals
  • Employee motivation and satisfaction
  • Staff turnover
  • Individual performance assessment
  • Talent retention risk analysis
  • Final Comment

People want to pursue the goals they care about, they want to be effective and they want balance in their lives. It is time to give people the space to revitalise and build the story of their lives, for the good of themselves, their company and the people around them.

Tim Coburn works in Organisation Development and Leadership Supply with Motorola in the Europe, the Middle East, and African region. This article is a personal perspective on Engaging Talent. To find out more you can contact him at tim.coburn@motorola.com

About Dr. Ev D'aMigo; PhD

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