Risk Management: The Human Side Winning the War for Talent
- Topics:
- Recruitment,
- Venture Capital
- Tags:
- ABA Trust & Investments,
- Talent,
- Strategy,
- Security,
- Risk Management,
- Recruitment & Selection,
- Recruiting,
- Management,
- Investor,
- Human Resources,
- ...
- Source:
- ABA Trust & Investments
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Overview: The article asserts that in the search for a seasoned professional to fill a key slot, one looks for someone who is a talented strategist who can help expand into new markets and a team player who will motivate the troops and push sales goals over the top. If somebody is uncertain about where it is headed as an organization, a division, or department, chances are the company hire people who have a faulty compass. One has to clarify the corporate mission, goals, and objectives. One needs to think like an investor and consider how much risk you’re willing to take on your human capital investments. In this “war for talent,” one assesses the problem areas in the path, the familiar networking, recruiting, compensation, and human resources issues, but what may not be as obvious is the need for risk management — the number one defense in successful executive recruiting. Many companies make the mistake of hiring people for what they know — and later fire them for who they are. Instead, one should hire people for who they are, a risk control strategy that avoids departures due to inappropriate fit or poor performance. The human side of risk management is based on the simple theory that small steps lead to big results. People should think and act like an investor, and the business will thrive. The best long-term investors know the challenges they face, and they take the necessary steps to minimize risks and maximize returns.
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Format: PDF | Size: 291KB | Date: Jun 2001 | Pages: 4
