talent management…..

Rajiv Srivastava -
71

iwantyou
In the next few posts I am going to seek your thoughts and ideas to some questions of general interest – deeply relevant and those that are currently engaging the minds of employees as well as organisations.

This one is on the most precious resource – talent. When times are tough, survival becomes the most important priority and motivating people may fall way down the list. Organisations know that the risk of defection is dramatically reduced during a recession. Most staff members are simply relieved not to be part of the latest downsizing, and while top performers have the greatest flexibility to move, they don’t want to sell their skills into a down market. Cash in at the right moment as they say.

There are enough and more indications now to suggest that the recession may finally be on a serious decline. Very soon, strategies to push for business growth will replace survival as the base driver. This will then lead to the inevitable war for talent acquisition and talent retention assuming top billing one more time – keeping the best players and inspiring the rest is bound to move up on any good leader’s priority list. Easier said than done as most companies are struggling to create an employee experience that appeals to all categories of individuals – Gen X, Gen Y, Net – Geners -with diverse needs and preferences.

The tough things that companies did to keep going have diluted the bonds between employers and employees.  Economic recovery will provide an opportunity to restore a sense of pride and purpose and revitalise these relationships. Lot will depend upon the choice of way forward.

What do you reckon should the approach of the organisations and individuals be to deal with such a situation. I can provide an easy no no – money is not the prime mover or motivator here for both.

look forward to your thoughts.

rs

Rajiv Srivastava
http://www.icanlead.in

71 thoughts on “talent management…..”

  1. As with most relationships the relationship between an employee and employer too must be one of give and take and mutual respect. While with today’s Gen-Next, the common perception is that most employees leave owing to a more “lucrative” offer in terms of monetary gain this may not be the absolute essential truth. Very often (and this is personal perception along with percepetions of colleagues combined) it is the lack of dialogue between the top and middle layers of management, and the person on the field who is often left clueless as to how seriously the company acknowledges their efforts and whether the company would invest in terms of growth and actual career development. Another point of contention could also be that the employee sees himself / herself stagnate mentally in a transaction led organisation and out of sheer frustration looks at money to fulfill that void.

    I dont know how apt this is but a simple analogy of the above could be in terms of a diet. A person who is fed a diet rich in carbohydrates and fats (analogous to money here) achieves immediate satisfaction and is able to function for the rest of the day. However in the long run the lack of essential vitamins, proteins and minerals causes an eventual breakdown. The person still tries to fulfill desperately this void in their diet with carbs and eventually collapses.

    1. good analogy you have used to illustrate the point. Also the dimension of effective communication and bonding that is required across all layers of the organisation – sustained continuous dialogue. This is really the differentiator – people want to be heard and to be understood. The earlier post on communication is quite apt here.
      The struggle is often due to the ability – or lack of it – to create an adequate balance between short term versus mid to long term objectives. Both for the organisation as well as for the individual.

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