Читать книгу Predicting Success - Lahey David - Страница 11

But take heart, gentle executive. All is far from lost on this front. Indeed, managers just now coming around to this school of thought can take serious comfort from the fact that they're doing so in the company of legions. It's an apparent no-brainer, evidence notwithstanding, that the attention required of this subject at the corporate level is still emerging for the great majority of the business-based public. That managers are now acknowledging the need for staffers to be mindfully employed within a company, such that their talents and preoccupations – line for line – are put to the most effective use, constitutes a widespread awakening that promises to rewrite the corporate landscape.

Books are starting to be drafted on this subject and awareness is beginning to spread. Human resources departments are increasingly under enormous pressure to change. We're seeing emerging sectors in which talent acquisition is singled out from the reactive personnel roles in HR departments. We're witnessing HR leaders' push to get ROI education for their staff. And we're seeing smarter job descriptions being employed by better companies.

In turn, the world has responded with a slew of resources designed to smooth the transformation, making this a challenge that's – happily – very much in business leaders' control. A profusion of concrete behavioral science techniques exists to reduce the risk of a company suffering a talent shortage, and to maximize the payoff of an engaged and well-employed workforce. With a large percentage of employees “disengaged” (a Gallup 2011 study says 52 percent), any process that focuses on taking the employee from being a time consumer at work to a contributor at work is happily received.