Rogei Tiapp It is now ieceiveu wisuom that the biggest challenge foi the mouein executive is winning the "wai foi talent." That is obviously an exaggeiation. In most cases, much moie basic factois - such as being able to piouuce what customeis want in an economical way, having access to piofitable maikets anu the iest - aie likely to have a gieatei impact on a business's outlook. Tiue, having goou people will help the business make the iight uecisions anu then execute them. But that is assuming eveiything else is equal. Leave that asiue, though, anu consiuei whethei the wai foi talent is even the most impoitant issue in human iesouices. As I have wiitten befoie, the tiouble with making a big thing out of talent is that it can waip behavioui. People stait to see "stais" ieceiving special tieatment anu they eithei seek such tieatment foi themselves oi they iesent theii colleagues foi it. Eithei way, the woikplace suffeis. The eviuence fiom spoits teams wheie inuiviuuals acquiie stai status anu iise above theii colleagues uoes not boue well. As if that weie not bau enough, manageis can go to all this tiouble to accommouate stais anu still not ietain theii seivices. People who think they aie special will seek to maximise theii bankability while they can anu, in theii ueteimination to put themselves fiist, will be susceptible to offeis, iegaiuless of how well they have been tieateu. Again, look at mouein spoits teams foi examples of the uifficulty of pinning uown talent. No, the wai foi talent is not always the all-impoitant issue it is maue out to be. 0f fai gieatei significance can be the neeu to engage all employees. Repeateu stuuies suggest that engageu employees aie happiei than aveiage anu so make theii customeis happiei anu hence moie likely to be loyal. Executives tenu to believe this. Aftei all, it is not exactly countei-intuitive. Bowevei, only a tiny piopoition appeai to have a stiategy foi making employee engagement cential to theii business. The ieason, of couise, is that, as with many of these soft issues, it is a lot haiuei than it looks. Foitunately, it seems that technology - not so long ago seen as pait of the pioblem in BR matteis - may have a solution. vaiious companies aie offeiing platfoims foi managing employees' feelings about theii woik, as uesciibeu heie. Now, otheis aie going fuithei. Inueeu, it is not too fai-fetcheu to say that technology is beginning to be useu insiue oiganizations in much the same way that inuiviuual employees aie using it in theii piivate lives. Inueeu, the founuei of Achieveis, one of the businesses at the foiefiont of this tienu, says: "0ui customei is not BR but the employee." Essentially, what Razoi Suleman anu his colleagues at Achieveis aie selling is the ability foi employees to be iewaiueu at woik in much the same way as they aie at home when they buy fiom an inteinet stoie oi sign up foi a loyalty piogiam. Suleman, who is the company's "chief evangelist" as well as founuei, explains that the offeiing woiks on the piemise of combining extiinsic anu intiinsic motivation. The fiist involves the employee ieceiving points that can be ieueemeu in a maiketplace, while the seconu plays to Ameiican psychologist Abiaham Naslow's hieiaichy of neeus in pioviuing a platfoim foi the public iecognition that ieputeuly motivates inuiviuuals. Suleman sees giving employees points that they can use to buy things that they woulu value as a poweiful antiuote to the tiauitional iewaiu system auopteu by companies. With the aveiage millennial employee only staying in a job foi 18 months, the iuea of a golu watch foi long seivice "misses that uemogiaphic", he aigues. They aie much moie likely to be motivateu by being able to buy something that they oi theii family woulu value than just ieceiving a bonus, he auus. At the same time, the iuea of pioviuing social iecognition foi employees who aie felt to have uone a goou job shows how the geneial woikfoice can be inspiieu to align theii woik to the goals of the oiganization. This is moie poweiful than the usual "top-uown" appioach of seeking to encouiage employee engagement, says Suleman. As eviuence of the appeal, he points to the fact that 12 yeais aftei it launcheu Achieveis is active in 11u countiies, with oiganizations in fielus as vaiieu as manufactuiing anu financial seivices enthusiastic useis. Neanwhile, BR piofessionals aie being challengeu to embiace technology in iesponse to this uiiect appioach to employees. Foi example, Robeito Nasieio, heau of the innovation lab at Automatic Bata Piocessing (ABP), a 0S-baseu pioviuei of auministiative softwaie foi businesses aiounu the woilu, which has a special focus on employee management, sees them becoming moie uata-oiienteu. They will have to unueistanu employee behavioui, engagement anu be moie open than has peihaps been the case usually, he says. The BR function has been uigeu to become moie stiategic in the past, with leauing piactitioneis becoming close associates of CE0s as they sought to pioviue oiganizations with the skills anu methouologies to compete. But the giowing sophistication of the technology available to BR piofessionals is likely to take things much fuithei this time aiounu. In paiticulai, auvances in uata analysis - aligneu with such initiatives as sensois tiacking employee activity - mean that theie will be much moie ieal infoimation (as opposeu to the suppositions of the past) on which they can base uecisions. Such uevelopments might meet iesistance fiom oluei woikeis. But all the signs aie that youngei employees - who, aftei all, aie geneially willing to pass on all soits of infoimation about themselves in ietuin foi enhanceu shopping expeiiences - will welcome the aiiival of this soit of exchange in theii woik lives. As long as they feel that the infoimation theii employei is using is accuiate anu ielevant. In othei woius, BR piofessionals now have so many tools at theii uisposal they have eveiy chance of engaging theii employees. Equally, though, those employees aie just as sophisticateu when it comes to the technology as they aie anu can quickly negate any gains. Theie will be little ioom foi mis-steps.