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We need to look in new places to find Tomorrow's Global Talent
We need to look in new places to find Tomorrow's Global Talent
posted by Jonathan Winter  on July 11, 2008

Issue(s): Tomorrow's Global Talent

Tag(s): Talent , Tomorrow'sGlobalTalent

Summary

On Monday I was speaking at the annual conference for the UK Association of Graduate Recruiters (AGR). It reinforced my impression that a strange thing is happening in the economy. Everyone in business seems to be talking about recession, yet employers are still forecasting severe skills shortages, and recruitment professionals are busy!

 

Unfortunately as we look around the world we find that most employers’ reflex response to the skills shortage is ‘more of the same’: Search harder in the limited talent pool, and compete by paying more. In India, China and Russia, executives said their #1 challenge was “inability to meet salary expectations”. What’s needed? In our view, a complete re-think:

 

1. First we need to re-think what we mean by talent, and therefore how we build effective organisations. Is talent held by an individual, or by a community? Are we looking for the right things? What happened to all that rhetoric of “hire for will, train for skill”? And what kind of talent will best support the growth of organisations that contribute both to the economies and to the wider societies in which they operate?

 

2. Secondly we need to re-think where we look for talent. Some employers are discovering niches of talent in unusual places: India’s largest private-sector bank, for example, discovered that by moving its focus away from the top universities and business schools, they could tap into a large pool of talent from India’s ‘second-tier’ cities. It required a totally different approach, but in a nation where annual staff turnover rates can be as high as 90% they say they believe they can make themselves “attrition proof”.

 

Together, Tomorrow’s Company, Career Innovation and Heidrick & Struggles, working closely with Caroline Waters (Director of People and Policy at BT) and other leading thinkers and practitioners, will be taking forward this agenda in a new programme which builds on Tomorrow’s Global Company: challenges and choicesTomorrow’s Global Talent

 

We look forward to keeping you up to date and to seek your engagement as we take the programme forwards

 

Jonathan Winter is the Director and Founder of the Career Innovation Group

Talent - A Convenient Myth
It has always appeared to me that the primary purpose of the emphasis on "talent" is to entrench position and to exclude outsiders. It is also based on a fundamentally low opinion of human capabilities. Huge numbers of people have great potential that remains untapped their whole lives. The reason why "hire for will, train for skill" will have eventually fallen on deaf ears is firstly because it is threatening to insiders, and also because it is founded on the unpopular view (in the business world) that many, many people have substantial hidden abilities.

It is therefore refreshing to read about ICICI's approach in India. Very few jobs require rare talent, only sufficient ability (possessed by many), motivation and commitment. Paying over the odds for top business school graduates, when they will soon get up and leave to a similarly misled rival company, seems pointless to me. The only commercial justification I can see is to ally the corporate brand with the high-powered and innovative brand of the top business school or prestigious university (a usually false, but nevertheless prevalent, image). The ICICI story is, actually, dynamite.

Posted By : David Bolchover
Posted on : July 14, 2008

Think differently about talent
I thoroughly agree with you on the talent issue. My feeling is that people don’t look sufficiently closely at the work and the work flow – could it be done differently, more efficiently, using robots, or whatever. Talent is needed for the purpose of delivering the work. If we looked at work differently we would look at talent differently. Additionally the way we structure talent e.g. in hierarchies, and reward it with things of ‘value’ like job titles encourages a hidebound response to talent. I don’t think Wikipedia or any of the open source software development ‘organizations’ are complaining about talent shortages – they have access to all they need by virtue of the way they operate.
Posted By : Naomi Stanford
Posted on : July 13, 2008

Wage Inflation in Emerging Markets
…Interesting comments about wage inflation in India Russia and China – We would very much agree with this picture. And in recruitment terms - the strategy of always ‘going for the cream’ is clearly misplaced. As you point out there is a lot of talent around in the ‘second tier’ universities. The real challenge is how we develop the potential of that talent!
Posted By : Steve Pritchard
Posted on : July 11, 2008

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