HR Leadership – Developing High-Potential Employees

FOR IMMEDIATE RELEASE
(Free-Press-Release.com) February 24, 2010 -- Queensland, Australia - Interview with: Daljit Singh, Director Talent Management, Baker & McKenzie

To ensure the next generation of leaders in an organisation, it is essential to identify the individuals who have the potential to grow into successful directors. Human Resources (HR) directors need to be able to facilitate the coaching, mentoring, and provision of the right experiences and environment that will help to nurture and develop the talent of leaders in their organisations. Spotting a potential leader is not too hard, according to Daljit Singh, Director Talent Management at Baker & McKenzie, but what is more important is what you do with that judgement. A speaker at the marcus evans HR Summit 2010 taking place at the Gold Coast, 10 – 12 March, Daljit Singh highlights the key challenges facing HR executives in Australia and New Zealand, and offers his strategies on recognising leaders and aligning them to organisational goals.

What are some of the challenges facing HR executives in Australia and New Zealand at the moment, and how can they overcome these issues?

Daljit Singh: Fully engaging employees in the organisation, that is that they identify with organisational objectives, feel connected and behave in constructive ways to help achieve the organisational purpose, is a significant challenge for HR professionals. The concept of engagement is related to morale and spirit, which has recently been tested in a number of organisations, particularly those that underwent restructuring, redundancy or downsizing in the last year. Although Australia and New Zealand are now seeing some positive economic growth, it is still a very challenging environment for organisations that want to retain their best employees as things begin to pick up again in their industry sectors.

There are a number of ways of engaging employees. HR directors should help management effectively communicate where the organisation is heading, how it is performing, what the business results are, and the implications for employees. Transparency is very important to ensure that trust is engendered. Despite the need to tighten the belt during the downturn, smart organisations continued to invest in employees’ development. As financial rewards in many companies have been restricted, HR directors need to ensure that people get more recognition in other ways – positive feedback, recognition for their contributions and also their sacrifices through the difficult times, and so on.

To view the complete release, please visit http://www.me-uk.com/summit/newsletter.asp?eventid=15905&RecID=1699

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