In a world where most companies and organizations are after high productivity, it is essential that they learn to tap into the human resource, to maximize on labor. To achieve this, it is paramount that the human resource department develops a framework upon which the identification, development, and keeping of potential employees are emphasized as the most significant aspects of industrial development. As Downs (2015) points out, it is essential that this department is equipped with the practical tips for human resource management. This is of great significance because the identification of high potential employee helps the government develop as a future-proof entity. This article is a critical tool in the current management spectrum because organizations continue to lose great assets in the name of employees leaving for competitor companies. To curb this, Downs demonstrate the need to not only develop potential internally but to also put up measures to ensure this potential is compensated adequately and allowed to grow independently in a free working environment.
As earlier on said, the identification, development, and keeping of potential employees are the most significant aspects of industrial-organization (I-O) psychology. The vast majority of the workforce will perform in ways that promote organizational goals, but the top performers in any organization are those that provide the firm with its competitive advantage. The gap in question here is the lack of mechanisms in place that promote, and sustain, the development of these top performers. Employee potential is not developed, utilized, or sustained, resulting in low productivity and high rates of employee turnover. Thus stressing on my emphasis; establishing the right mechanisms to promote this potential. It is cost-effective to develop this potential internally thereby maximizing on competitive advantage rather than employing external potential. Developing internal potential is critical in appreciating employee efforts, thus winning their loyalty and unquestionable service, minimizing turnover.
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References
Downs, L. (2015). Star talent: Investing in high-potential employees for organizational success. Industrial and Commercial Training , 47 (7), 349-355.
