Love it or hate it, Sunday’s international football match will be a global event, stealing the attention of many male, female, young and old spectators.
The World Cup final is expected to attract one of the largest live audiences of all time. According to figures from FIFA more than one billion people tuned in to watch the previous final in 2010.
Some may find it fascinating that a game of sport inspires such excitement on a worldwide scale but much like any successful business it is about identity, passion and performance, according to Gary Paterson, head of talent and organisational development for Aberdeen-based business consultancy Hunter Adams. Here’s what Gary has to say:
“Just like members of a football team, employees of any organisation should be able to identify and relate to what their business stands for and is trying to achieve. If they are part of an engaged workforce they are likely to be enthusiastic and passionate about striving to reach those goals. But so what? Why is this important?”
“Ultimately, this approach to business will ensure better results. Passionate, engaged staff are more efficient, productive and drive the success of a business. In fact, a group of leading CEOs believe that a boost in employee engagement could lead to a £26bn growth in UK GDP, according to the organisation Engaged for Success.
“Figures from the same outfit state that 20 million workers in the UK feel that they are not delivering their full capability or realising their potential and a staggering 64 per cent of people believe they have more skills and talent to offer than is currently being asked for at work.
“This research highlights that employees are being under-valued and under-utilised which is detrimental to both the company and the members of staff. As a result employee engagement is likely to be low and businesses will miss out on the benefits of individual skill and flair as well as the associated financial gains.
“If employers understand the attributes and ambitions of their staff they are more likely to witness growth in their revenue and profit. Doing this is also integral to ensuring staff are engaged and contributing as much as possible to the success of the business. That’s where talent management comes in.
“Most organisations know about talent management but are unaware of how big an impact it can have on their business and their bottom line.”
Mr Paterson, who works across the Hunter Adams offices in Aberdeen, Edinburgh and London, explained that talent management must provide an objective perspective of an organisation as a whole, similar to a football manager.
He said: “It’s not a good idea to give a striker a pair of gloves and ask him to go in goals. That’s a waste of talent. The team is less likely to score or win the game and they increase the risk of losing the match by not having the best possible defence.
“This is exactly the case with any business. The right people need to be in the right positions and this needs to align with the strategy for both the short and long term.
“Just as a football manager wants to make sure they have the best squad with the ability to respond to any unforeseen situations such as an injury, a business manager needs to make sure their organisation has the capability to deliver the best results possible.
“With the right talent management a business will be able to boost profits, reduce money lost on staff turnover and be well placed to adapt to changes in business activity, for example,
expand their workforce while ensuring quality output.
“The stage is set and a world of potential clients and employees is watching but are you playing to your full potential?”