Building A Culture Of Talent Management

As we meander into the twenty first century, it is becoming increasingly evident that achieving success is based on the ability to co-exist with ambiguity and re-inventing oneself quickly, in short, adapting to unparalleled change.

- Dipankar Das

As we meander into the twenty first century, it is becoming increasingly evident that achieving success is based onthe ability to co-exist with ambiguity and re-inventing oneself quickly, in short, adapting to unparalleled change. Yet, most of the management and talent practices are based on an organisation model that now stands dated and static, resulting in organisations not being able to stay in step with the people who work in them. Therefore, companies that make sustained investments in talent are well positioned to outdo their competitors.

Today, the norms of valuation have changed radically as well. For listed companies, a key driver is the rise of the intangible value of the company. While valuation was previously based on equipment, facilities, technology, resources, today, most of it is based on brand, relationships, talent, and the ability to innovate and execute quickly. It has, therefore, rightly been observed that empires of the future, will be empires of the mind. But developing a talent culture is anything but easy. Some of the key questions that need to be asked, or shifts that need to be made include:

How do you move from seeing people as a cost to seeing people as fundamental assets?

How can you develop a culture that is challenging and demanding but respectful as well?

How can you nurture the competitive spirit and then ensure that your workforce collaborates?

How can a job be seen as a career? How can autonomy and mastery co-exist with process and alignment?

The corner stone of true competitiveness