How to manage talents by building an alliance

The Alliance - Manage talents

Building an alliance as a way to manage talents

The old model of employment was excellent for stable times. Large corporations offered their employees a tacit arrangement: we provide long term job in exchange for loyalty. Because both parties expected a lifetime relationship, both parties were ready to commit and invest in the relation. The situation is now very different.

Reed Hoffman (co-founder of LinkedIn), Ben Kasnoha (entrepreneur), and Chris Yeh (investor) – propose in their book “Alliance: Talent Management in the Network Age” an interesting and refreshing perspective on team collaboration and managing high-potential talent.

A leader’s job is not to put greatness into people, but rather to recognize that it already exists, and to create an environment where that greatness can emerge and grow.

Brad Smith, Intuit CEO

Bye family, welcome the team

Let’s look at the sports, on how is managed the talent and the relationship between employer and employee. In a sports team, be part of the team, does not mean lifetime employment. Nevertheless, common benefit and trust apply. Teams win when their members trust each other enough to embrace the team rather than their own glory. In fact, winning with the team is the best method for team members to achieve their goal and improve the personal reputation.

What is talent management? How can I build trust and loyalty with my employees if I can’t provide indefinite employment? How do I build relationships with my employees when our ultimate goals and values have every chance of being different?

Solution: Build an Alliance with tours of duty

Employees of original value will probably start with a rotational or transformational tour, while employees of higher value will start with a Transformational tour.

The Alliance - Manage talents

Rotational. The Rotational tour is not personalized to the worker and is usually fairly interchangeable – it’s easy to change the worker into or out of a predefined role.

Transformational. Unlike the rotational tour, the transformational tour is personalized to each employee. The leading concern is not so much time but the objectives of the mission.

Foundational. The employee sees his job at the firm as his last job, and the firm wants the employee to stay until he retires. The employee sees his life’s work as the firm’s goal and vice versa. The Foundational tour accepts and formalizes this reality.

Align Employee Goals and Values with the Company’s

Your task is to align company objectives and a particular goal of the employee, not with his whole life. Your company is not like a family. You do not have to fully embrace the values and ambitions of your employees, but you must accept them. Three steps to align:

  1. Communicate the firm’s mission and values.
  2. Understand the essential aspirations and values of each employee.
  3. Align the employee, manager, and firm.

Implementation to better manage talents

Define the purpose

You will hire worker on a rotational or transformational tour. Agree:

  • What is the objective of the tour?
  • How does a successful tour outcome look for an employee?
  • How does a successful tour outcome look for a company?

Feedback

You have to implement regular feedback cessions. The yearly review is not eonugh.

Acknowledging that an employee can quit is considered the best technique for building trust and thus nurturing those cases that persuade people to stay.

Reid Hoffman, Ben
Casnocha and Chris Yeh – The Alliance

Projection

Start to look at the next tour before the current one is completed. Before you begin a new tour, the employee in question should help hire and train a successor to carry out the plan of the previous tour.

Get ready to manage change

The alliance is moral, not contractual. The aim of the tour is to build trust through honest communication and to arrange a long term relation on a volunteer basis. The purpose is not to lock employees into roles they do not like or to lock companies with ineffective employees.

Broken unity

If an employee leaves a firm in the middle of the tour without any investment in the transition phase, they are not respecting the alliance. This worker can not pretend to get any benefits as an Alumni network and recommendations. if the company broke the relationship without motives, you cannot expect the employee to become an ally in the future as giving a good review, recruiting customers and future employees …

Poor Performance

A soccer team would never let go of a player because he had a bad game. However, in the case of a repetitive low performance, the team will more likely trade or releasing him.

Early Move

The worker can organize the transition. It is certainly best to support than to block such move.

Manage talents is key

To conclude, in the industrial era, the firm offered indefinite employment. In return, the worker worked hard and gave up all kinds of personal desires and values to the interests of the firm. Now a progressive firm cannot expect this to work. Manage talents to get a high-performance team is key.

Talent is truly the most valuable resource. Consequently, employees should be treated accordingly. Successful firms excel because they use alliances to recruit, manage and retain an unimaginably professional team. David Gousset