The question for this week is: Is there enough talent to drive and grow your organisation? What are some practices implemented by your organisation?

Given the current labour climate, my recommendation is to recruit talented individuals who:

  1. Are aware of their own natural talents, motivators and behaviour (self),
  2. Are authentic to using and developing their natural talents (self), 
  3. Fit best with the culture of the team they are working in (team), and
  4. Are intrinsically motivated to learn and continuously challenge themselves and others to perform (self + team)

While it is not a miracle cure for organisations, your talented individuals are self-motivated to (out)perform within their roles and beyond. This will allow you to focus your time and efforts on priorities to grow your organisation.

Any comments or questions on how to do so, please contact me. 

If you want some more ideas, watch this first part of a panel discussion with 4 experts in April 2012 about talent management strategies, including some views from Asia. In this segment, the key question discussed is: Is there enough talent to manage the growth in Asia? Any lessons learnt from the rest of the world?

Watch the video for the full discussion. 

Some excerpts:
Linda Hill, professor from Harvard Business School, states that companies today cannot attract enough talented people that they need, especially at the senior levels. An even greater challenge for companies is how to develop the talented people and retain them.

Peter Cappelli, professor from Wharton School, defined 2 categories of skills: “Managerial skills” (skills you learn by doing) and “technical skills” (skills you are able to apply after attaining professional qualifications). The shortage of talent is on people possessing the “right” managerial skills, also on a worldwide level. This is made even more serious with the lack of the right senior experience in companies.

Corporate culture is increasingly more important to drive innovation and growth in companies. For example, according to Cappelli,

  • In China, the corporate culture is more collective and more “trust-based”, resulting in less controls than US companies. 
  • In India, companies have a more social purpose view of doing business (e.g. making money is ranked 4th). 
  • Whereas in America, the culture is more individualistic or driven by monetary incentives.

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