Jim Collins once said: “People are not your most important asset. The RIGHT people are.”
With the conquest of a world full of populace brimming with a massive punch of quality education, best of experiences and an incredible wrap of superior talent, managers around the cosmos are facing one of the most critical challenges of today’s times. An era where talent is in abundance and the excesses either create a chaotic milieu of talents or a battle ground of talents. To top this, pressing business imperatives, such as increasing turnover as the economy improves, globalisation of markets and labour forces, aggressive competition and heightened corporate oversight, have intensified the need to acquire, develop, deploy, motivate and retain key talent within the organization.
The call is inevitable: Sustenance of this talent!!
Organizations across are thriving to wrestle and keep the best talent in the industry with them at all costs. Concepts like ‘Talent Acquisition’ ‘Talent Retention’, ‘Talent Management’ are all going berserk to ultimately tag this ambiguous phenomenon of how to sustain talent within the organization so that one not only nourishes talent but also escalate it to an overall boom for the individual and the organization. Is acquiring, retaining and managing talent the only answer to this vague but persistent covet about holding on to the best in the industry? What after successful talent management? Does the pursuit get over here?
Not long from now, we will have organizations coming to a complete standstill in this matter. Taking ahead, the consortium of talented individuals will become a major ordeal for all these organizations. Companies need to preempt this catastrophe and program viable options to elucidate it. Before we delve deeper into the intricacies of the subject, let us briefly try to understand the various jargons used for the word ‘Talent’ in the ‘Management World’.
Talent Management refers to ‘a conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs. It also involves individual and organizational development in response to a changing and complex operating environment. It includes the creation and maintenance of a supportive, people oriented organization culture.’
Talent acquisitions and talent retention are a crucial part of Talent Management and are positioned to keep talent management throbbing. However retaining this talent in the times of today’s recession becomes an even stronger challenge for the companies all over. Most of the talent pool would look forward to change jobs for growth, stability, security, challenges or for various other reasons. Efforts to generate fresh perspectives and innovative ideas to maintain competitive advantage is frequently critical to business success.
Hence, in order to accelerate this phenomenon, one needs to look into the various dimensions of the culture, style & system of an organization. Each organisation has a different style and culture, alongside different business needs and priorities. The organization’s system has to be meritocratic and performance driven corporate culture. It is vital to start with the right definition.
These are people with exceptional skills. Losing them is not only giving in to our competitors but directly giving in to our very own inability to sustain them within our organizations. Talent goes waste when it stays stagnant for a long time. It needs to be fostered and cultivated with the right amount of nourishments or else it may putrefy. It requires to grow…. Talent to grow naturally, it would, but, to help it grow creatively as well, is what is necessary.
Talent sustenance is beyond ‘something to do’. It is something to be. A belief. A mindset and not just another HR fad. It breeds an aggressive reap which roots ownership and accountability for optimising talent and potential. It needs to be embedded in the entire organization championed by the leadership, modelled by the Management, supported by a range of initiatives collectively developed by the business and HR.
Coaching, mentoring, empowering, benchmarking and sponsoring are just some the winning principles of Talent Management but we need to build a‘Winning Environment’ too. We need to go beyond the concept of talent management. We need to nutrify talent. It will perish into the oblivion of today’s corporate cut throat competitiveness if it is not allowed ‘to flourish’.
Les Brown aptly quotes, “I believe that life is a journey, often difficult and sometimes incredibly cruel, but we are well equipped for it, if, only we tap into our talents and gifts and allow them to blossom.”
No comments:
Post a Comment