Managers know they require a good team to meet their business deliverables.    What can a manager do to keep their talent?

It starts at the recruiting stage by creating a clear job description so you know the qualifications of the right candidates, otherwise you will hire on whether you like the person or not.   Of course liking a candidate is important, but as a criteria for hiring, you may not find the talent that performs at a high level.

After you bring the person aboard, integrating the employee into your company and providing the training necessary for them to succeed in their role.

Managers are use to being in charge, directing meetings, telling employees what needs to be done, that it may be difficult to let go of the reigns and share the stage with one of your employees.   I find this post sums up nicely when you should let go.

“Bosses: When You Should — and Shouldn’t — Speak” by Jeff Haden on Inc.com.

If you’re the kind of boss who automatically takes the lead–whatever the issue at hand–you need to read this.

Employees are always looking for ways to increase their income.   One of the ways is to get a raise or a promotion within the company.   Another way is to take on another job after they complete the day with you.   Or maybe they have always wanted to be an entrepreneur so after working all day, they work on their own business on the side.   Does your company have a policy on this?

The policy is important as it provides you with protection in case an employee moonlights with a competitor or decides to start a business that is in direct competition to you.   Even if it is purely economics that is motivating the employee, what happens when they come to work tired from working additional hours elsewhere?

Do you ever think about the core knowledge that each employee has that adds value to the overall success of the company?  This knowledge can be nurtured and developed in order to compete in the worldwide business environment.

Do you have a plan in place to focus on the growth of each employee so they continue to build their knowledge base?  What happens when an employee leaves?  How do you capture long-term knowledge?  How do you develop and grow the current knowledge levels that embraces innovation and creativity?

“Knowledge is competition:  How to manage employee branding,” by Kian Kok Lim on Sinapore Business Review.

It’s important to find your own foundation of truths in managing employees.   Take that foundation and bond it to the company’s values and the combination will guide you to a successful team.

“Jean Pierre Kopp:  A cultural approach toward managing people” by Sudibya M. Wiradji in TheJakatapost.com.   The post shares his experience in learning a new culture, though throughout the article is his foundation of truth around managing employees.

Learning Indonesian culture is the strategic ingredient that Kopp applies, which runs parallel with the company’s five values: respect for people, respect for consumers, respect for shareholders, respect for the environment and respect for facts