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LSJ HR Group: each employee is a talent
You can culture a talent like a pearl, since, according to Izabela Kesselring, skills need management.
Izabela Kesselring, project manager in LSJ HR Group
/fot.: archives /
A pearl is a natural jewel, its growth process is slow and painful, but produces priceless outcome.
What is a talent, then? According to a common definition, it is a unique, native aptitude or skill, or an outstanding gift, but this is not what we are looking for.
We prefer perceiving an employee and his/her skills as potential for growth. We assume that each employee has a dormant talent, which can be cultured as a pearl.
Someone has said that growing talent is like growing a plant. The size, shape and type of plant we might succeed to grow depend on a number of factors and conditions. Of course some of them are beyond our control, but certain are within our reach, and may bring us closer to our objective.
In this context, talent management consists in awareness and organizational maturity that allows identifying talents and managing them skilfully. It involves providing conditions for employees to use their own, natural, individual potential and skills, making them need to grow, both in personal and professional terms, focusing on strengths and being tolerant for weaknesses, supporting their development areas in order to employ the best ones, who will add actual value to the business.
The global situation observed in developed and rapidly growing economies indicates a deficit of talents, problems with finding good specialists, leaders, which slows down the organizational progress.
Some day in future, businesses that adopt the strategy of drifting as opposite to active use of internal resources may be unpleasantly surprised with a deficit of professionals. Why?
We are entering the age of employee market. This is a fact, not speculation. The fight for talents, people with best qualifications and high involvement, has begun. Before we join the game, let us take time to look for talents hidden inside the organization, loyal employees, who identify with the company and do not want to leave, since they see the benefits and opportunities of steady employment.
Talent development requires an individual approach. Opponents of this view may point out that one cannot possibly adopt an individual approach to all people in large organizations. Well, this is not true. More large organizations than SME have talent management programs in place.
Most importantly, these employers support their employees not only in terms of professional growth, but in cultivation of individual passions, interests, i.e. in pursuit of things seemingly unrelated to the organization, but providing additional incentives.
As always, in this case human capital management strategy allowing the organization and its employees gaining strength is what matters the most.
The text has been published at www.lsj.pl/blog
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