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  • Adil Malia

Talent ART...Acquiring and Retaining the Talent Edge...


We live in an age of talent. In the ultimate analysis, the enterprise that wins the hyper competitive war in the market is the one that sharpens its Edge thru' Talent ART. Organisations clearly do not have a clear handle over their economic changes and its implication on their business. They are certainly unable to cope with the changing customer insights, demand shifts, technology backed disruptively innovative supplier future plans, quick competitor market intelligence and other such breakthroughs. Such a state of market volatility and a feeling of enterprise uncertainty, leads to a sense of vulnerability that threatens not only its growth but even its survival. This situation is caused and indirectly contributed by the shortfall in the 'Knowledge Quotient' of that organisation . But directly it exposes defeciencies in the Current Talent Assets of that Organisation. Talent is the custodian of knowledge, sharpness, passion and resilience that provides the enterprise a razor sharp edge. On an aside, Knowledge Asset is the grossed up value of all the skills, experiences, client/vendor relationships, patents, trade-marks, strategies and all things that go to contribute value creation in that enterprise..that what helps the Talent convert enterprise knowledge into value. These are the 5 things an Enterprise successfully needs to do to sharpen their talent edge so that the conversion of its Knowledge into value is effective.. 👉 Serious Talent Audit..find out the current knowledge required to create value (as per the existing plan) and from that determine the Current Talent required in the system. Thereafter, by closer assessment of exiting talent assets, determine the number of current incumbents who are ready for their assignments, determine those that need to be exited. Those left behind have to contribute to its current knowledge ask. The gap between these two would indicate the Talent to be acquired from the market for current needs. 👉 Mobilising and Repositioning Talent Capital. Classical Organisation structures were rigid. Placements and movements were limited by educational degrees and not value creating abilities. Talent may not be placed in the organisation therefore correctly, where it can create maximum value. Periodic review to mobilise and reposition talent is thus critical 👉 Determining future need for Knowledge and thus Talent. The changing market dynamism in the future will require an edge different from the one it has. The butcher's knife and the surgeon's scalpel both have edges but different of course depending on the nature if their challenges. Future challenges would require different knowledge. Thus future knowledge requirement needs to be determined to establish requirement of Future Talent. 👉 Building an 'Enterprise Talent Balance Sheet'. Organisations in a way have their own.. 👍Current Talent Assets - (that is required to make the organisations current operations successful) 👍Long Term Talent Assets - (that is not only a current talent asset but has the potential in the long term to be in Top Managemen Key Roles) 👍Current Talent Liabilities (that is unable to perform even effectively on their present jobs despite all supportive efforts) 👍Long Term Talent Liabilities..( talent that is able to performs on its Current job at an acceptable level but who clearly will not be able to handle or cope with the future challenges that will emerge in that same job). 👍Talent Equity...value of investment that the organisation makes upfront and continues to so make in terms of systems, processes, development initiatives etc to create a positive talent eco-system that keeps the talent pipeline filled) 👍Employer Brand...as a Goodwill that attracts high value potential market talent assets to invest their careers with our Co and which also retains the Long Term Assets of your Co from looking. in the market for further investments). It also should reflect the Talent Investment required to be made either in talent development or in talent asset acquistion to be able to cope with the future knowledge gap of the enterprise. 👍Talent Team as a Fixed Asset...a good CHRO supported by an effecient Chief Talent Officer + his/her Talent Team that keeps the talent momentum of the enterprise moving. Caveat...my accounting friends will please have to forgive me for this is disruptive logic as per their classical accounting principles and may not be as per International Accounting Standards or GAAP etc !!! 🤗) 👉 Creating a Talent Sharing and Rotating Culture...talent acquires further knowledge and grows thru internal rotations. Talent Asset Acquisition should be encouraged only if internal talent is less than 60% ready for the next assignment. The rotation and internal development mill has to be continuously on the run. Veterans soldiers recall stories that reflect lessons which teach that it is not the number of swords in the army as much as the sharpness in their edge that really determines victory in war. Manpower size of the organisation in the Market Wars doesn't matter...its Talent edge determines victory. 


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