Post by account_disabled on Jan 1, 2024 0:16:00 GMT -5
Employees Many companies hire top talent but fail to reap the full benefits of these star employees. Often, the culprit is faulty management practices. Boris Groysberg, Linda Erin Lee, and Robin Abraham Year Month Day Reading Time: Minutes Topic Leadership Workplace, Teams, and Culture Talent Management Collaboration Subscribe for Access and Share What to Read Next MIT Year Labor Smart Must-Reads Top 10 Articles of the Year Twenty Years of Open Innovation Adding Cybersecurity Expertise to Your Board The current recession provides managers with an enticing environment to acquire star employees on the cheap. Consider, for example, how the recent failures of large.
Organizations such as investment banking giant Lehman Brothers ( ) and prominent law firm S&L ( ) have enticed rivals to go on a hiring spree, sourcing top talent from those now-defunct businesses. There were similar opportunistic hires after the collapse of Drexel, Burnham, Lambert and Andersen. But the record for such human capital acquisitions is mixed, with many companies failing to integrate new talent. Clearly, an Job Function Email List organization cannot just hire star employees and expect these in their new environment. But how can companies ensure they get the most from the talent they hire? Our research shows that colleagues are a key factor. For example, in our study of equity analysts, we found that the greater the number of highly qualified colleagues an analyst has, the better the analyst's performance.
But it's not enough to have smart teammates: Analysts also benefit from good portfolio strategists (who help investors allocate entire portfolios and whose research complements and contextualizes the analysts' work) and high-performing salespeople ( They make sure clients know what analysts do and what their names are). Additionally, having better colleagues in direct work groups, at the department level, and in client-facing roles can all help reduce analyst turnover, especially among top-performing analysts. In other words, to get the most out of high-quality employees, management should no.
Organizations such as investment banking giant Lehman Brothers ( ) and prominent law firm S&L ( ) have enticed rivals to go on a hiring spree, sourcing top talent from those now-defunct businesses. There were similar opportunistic hires after the collapse of Drexel, Burnham, Lambert and Andersen. But the record for such human capital acquisitions is mixed, with many companies failing to integrate new talent. Clearly, an Job Function Email List organization cannot just hire star employees and expect these in their new environment. But how can companies ensure they get the most from the talent they hire? Our research shows that colleagues are a key factor. For example, in our study of equity analysts, we found that the greater the number of highly qualified colleagues an analyst has, the better the analyst's performance.
But it's not enough to have smart teammates: Analysts also benefit from good portfolio strategists (who help investors allocate entire portfolios and whose research complements and contextualizes the analysts' work) and high-performing salespeople ( They make sure clients know what analysts do and what their names are). Additionally, having better colleagues in direct work groups, at the department level, and in client-facing roles can all help reduce analyst turnover, especially among top-performing analysts. In other words, to get the most out of high-quality employees, management should no.