Dr. Suat Soylu, PhD

First, there is no best talent. The best talent emerges in the right context and environment. Repeated research has shown that providing employees with meaningful work—jobs that offer a fulfilling purpose and allow employees a high degree of influence—is the most critical element to high job satisfaction and retention. Addressing factors like compensation and job security may have been good enough in the past, but in today’s context, focusing on these aspects alone results in low employee retention and untapped potential. Creating an environment of greater autonomy and meaning has become a more significant competitive advantage because of the emphasis on speed and agility in a world with increasing uncertainty and complexity.

First, there is no best talent. The best talent emerges in the right context and environment. Repeated research has shown that providing employees with meaningful work—jobs that offer a fulfilling purpose and allow employees a high degree of influence—is the most critical element to high job satisfaction and retention. Addressing factors like compensation and job security may have been good enough in the past, but in today’s context, focusing on these aspects alone results in low employee retention and untapped potential. Creating an environment of greater autonomy and meaning has become a more significant competitive advantage because of the emphasis on speed and agility in a world with increasing uncertainty and complexity.

Collaboration and Networking Are Not the Same Thing Collaboration is much more important than Networking. Collaboration skills are the tools and strategies people need to build the kind of trust that leads to cooperation. When you trust someone it means you’ve decided there’s very little risk in relating to them—and the work can get done. Networking does not give the same result except swapping the business cards, that’s it!

A junior manager usually works as a supervisor under the supervision of a senior manager or higher executive. They oversee the implementation projects and supervise the employees who are under non-management or rank-and-file status. They may handle information about a company and its clients to ensure company improvement and development. An essential skill that junior manager should develop is problem-solving skills. Junior managers responsibilities require that "top executives need to identify and resolve issues within an organization." Junior managers also use problem-solving skills in their role according to a real resume snippet: researched and resolved customer issues on personal savings, checking and lines of credit.

Secondly, an alignment of personal and communal goals — meaning that the individual makes decisions accounting for the wants of the collective and what they are bringing or taking away from the group. Thirdly, there is a greater consideration of social norms than individual attitudes when making decisions. Lastly, there is an emphasis on relationships, even if disadvantageous for individuals.

In collectivist cultures, people feel as if they belong to larger in-groups or collectives that care for them in exchange for loyalty (Hofstede & Bond, 1984). As a result, collectivist cultures value collaboration, communalism, constructive interdependence, and conformity to roles and norms. A collectivist culture is especially likely to emphasize the importance of social harmony, respectfulness, and group needs over individual needs. Collectivism has four important cultural traits. Firstly, the definition of the self as interdependent — in relation to other people rather than in the abstract traits of an individual (Markus and Kitayama, 1991b; Reykowski, 1994).