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4 Replies
2513 Views 4 Replies
Type: HR, Report if not a HR topic
Dear all,
One company selects a set of employees who have been spend 2-3 years in the company as their 'TOP TALENT'. Because these employees never try to leave the company and they show the management that they are highly dedicated and committed employees than others. Thinking this comittement is the true value the company needed, the Management give these employees number of trainings. (both soft skills and technical skills) But some of these 'top talent' employees are not the real talent. they know only to show that they are top talent. but in the real practical work environment, they get failed cos they don't know real Management. But still the Management is blinded by their own thinking that these employees are the second option who retain in the company when the highly skilled employees leave.
What do you think? I expect my learned friends help me to get rid of the dilemma I have faced now. How can we help the company and the Management to see the reality behind the curtain?
Please air your views.
I would suggest that if you are working for this company then it's time to look for a new position. Any management which thinks that punctuality, longevity of service and loyalty represent talent is already loosing to its competitors.
Selecting talent should not be based upon what people have done but upon what they have not yet realised they can do. To establish that assessment centres need to be used to test them thoroughly.
This company is looking for "Mini-Me" people and will never grow beyond the thinking of the current management.
There should be specific methodology for identifying talent, though it is top, critical or emerging talent. Mere experience, loyalty is not the reason for identifying the same.
Performance, potentail and contribution of employee paly important role in the organization.
Do you have any specific methodology?
If you are working in this copmany, please suggest the same to the management.
Regards,
Vinod Bidwaik
http://vinodtbidwaik.blogspot.com
There should be specific methodology for identifying talent, though it is ... See Vinod's complete reply
Dear Neil/ Vinod,
" Selecting talent should not be based upon what people have done but upon what they have not yet realized they can do. " I totally agree with your statement. But what happens in this company is, the Management thinks that they can develop employees knowledge and Management skills, if they are match with the company culture and thinking pattern. 'Selected Top tented' employees are averge performers. But the Management thinks that they will take the burden if the supervisor of the 'top talent' leaves the company.
The real dilemma is, the Management doesn't try to retain the new talented blood comes to the company. they get a short term gain from those employees and let them go, cos they misinterpret the time taken to adjust some one to an organization as these new talented employees are not either trust worthy or committed.
this is a very strange scenario. what the Management is saying that, ' we dont value how much you work or how you work, but your attitudes and how you think about the company. ' there is a mismatch. the result is, good new employees are leaving while the ' old top talent' remain in the company. true. they take burden when the others leave, but the disaster is, no new development occurred in the company, cos these employees dont know what developments means, they know only the routine works.
nimali
There should be specific methodology for identifying talent, though it is ... See Vinod's complete reply
Dear Neil/ Vinod,
" Selecting talent should not be based upon what peop... See Nimali's complete reply
Dear Nimali
Would I be correct in thinking that the "Management" you are talking about includes the people who started the company?
Certainly they sound like a group of inexperienced, short-term oriented people. The sort who function well at a tactical level but lack both the experience and understanding needed to move up to Strategic thinking. This is a common problem within new start-ups which are starting to take off and third generation family businesses where the new generation coming through are more interested in the money than the business (in the latter case failure of the business is the most common outcome).
My solution would be to bring in some "magic" coaches. People who because of their detachment from the company and reputation/seniority within the world of business can stimulate a new perception of the problem and induce the changes in attitude among the people who are the source of the problem. This idea is usually quite easy to sell to them on the simple argument that they are "Talent Too" and also need the development to keep the company competitive.
If I can help further please contact me.
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