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Read more Christian Foerg

General Manager EMEA

Saba

How to create and retain

great leaders

In a world of continuous change in the

workforce including the adoption of new

technology, managers are challenged to

keep up. According to Deloitte human capital

report 2018 a global survey of more than

11,000 business and HR leaders in 140

Countries, business leaders will see an

increasing need to manage workforce

relationships beyond their immediate

enterprise.

"Thirty seven percent of survey respondents

expected a rise in contractors, 33% foresaw

an increase in freelancers, and 28% expected

a growth in gig workers. Organisations are

finding ways to align their culture and

management practices with these external

talent segments."

Managers often need support in developing

coaching skills in order to maximise the skills

of their teams, to delegate workload and to

develop the leaders of the future. The key is to

put in place processes and protocols to

ensure they are still connected to what's

happening within the organisation, and to

know what they need to know. It is important

that HR and L&D professionals provide

continuous feedback, regular goal setting and

ongoing leadership development at all levels.

It also shifts the focus of performance reviews

to be more future-oriented and tied to the ongoing development of the employee.

Potential v performance

Managers at every level need development to

create a pipeline to the top. To identify who is

best suited to leadership roles, organisations

need to make the distinction between high

potential and high performing employees.

The temptation is to recognise, reward and

promote the current high performers hitting

sales targets, for example. Yet, other high

potential employees might also be capable of

effective decision making and motivating

large teams.

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