Talent Development and Capability in Sunny Optical Dissertation

Talent Development and Capability in Sunny Optical - Dissertation Example When the four dimensions of emotional intelligence pursuant to Coleman’s model are examined, the value for talent retention and attraction is obvious. These four dimensions of emotional intelligence are the cornerstone of â€Å"effective primal leadership† (Pahl 2008, p. 8). Leaders will not be able to manage their emotions if they are not aware of their own emotions. As a result, their ability to cope with and manage organization relationships will be compromised. Also tied to self-awareness is self-confidence. A confident leader inspires trust from within the organizations. This is important because, talented employees are more likely to remain with an organization lead by a self-confident leader (Pierce and Newstrom 2002). The self-management dimension of emotional intelligence is also important to talent retention and attraction because it is tied to control of one’s emotions and will likely be accompanied by transparent leadership, the ability to adapt, high achievement, initiative and optimism. What this means is that by being transparent, Wu exhibits key elements of trustworthiness: honesty and integrity. Being able to adapt means that Wu has the necessary ability to adapt to the new labour law and low available talent and to overcome these challenges. Achievement means that Wu has the determination to enhance performance and talent and to meet these objectives. Being possessed of initiative, Wu is ready to act and to take advantage of any opportunity that arises (Pahl 2008). Social awareness is perhaps the most important trait associated with emotional intelligence for resolving the challenges for SO. Social awareness involves empathy and manifests the basic ability to sense and predict the emotions of others and to show understanding and interest... The paper demonstrates how the emotional intelligence is a good way to retain and attract talent and thus if channelled properly. The drive to attract and retain talent is important for the success of any organization. Ultimately, organizations will stand or fall on its talent. The key issues are whether or not Wu and the remainder of the management team at SO are making the correct decisions relative to where to invest finances and human capital and whether or not they have the wherewithal to ensure that the organization is innovative and competitive. This report identifies the challenges for achieving this objective and recommends ways that SO can overcome these challenges to meet its talent retention goals. As a result of the difficulties associated with coming into direct contact with leaders, the following recommendations are made so that SO capitalizes on its CEO’s emotional intelligence for the purpose of retaining and attracting talent. To start with, SO is a knowledge intensive organization with its emphasis on quality products and innovation. Finally and more importantly, as the paper says, Wu should take steps to ensure that he is personally available to his staff so that they can be influenced by his emotional intelligence. It is not enough that he meets weekly with other management. In the meantime, funds and resources should be allocated to training and education so that all staff members will have the opportunity to develop talent.