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Employer branding strategy, employee engagement ideas, employee engagement strategy.
It is interesting to think about what the professional domain at large would look like if organizations were being run solely by all-powerful, ultra-accomplished, ingenious, multi-talented beings who had an expertise in every possible field and who knew everything there was to know about everything. Would that have been a smart way of investing in right talent?
Well, for one, it would be a far less diverse landscape. Fortunately, therefore, the human brain, as well as the general human potential, simply does not support such a scenario, leaving us with both a challenge as well as an opportunity.
The challenge here is that in a reality where it is impossible for one single person to be the sole resource and source of expertise that a company needs, there is always an urgent need to look out for all the right people who would effectively fill those gaps. Having the right talent management on-board can do so much more for your company than just filling gaps.
Is there an organization anywhere that does not invest its time and energy in planning for the future? (If there is, my heartiest condolences to them on their inevitable downfall and demise.) Planning ahead lies at the heart of all organizational goals and it is the one process that determines all the individual elements that will be factored into the organization’s framework in the future – including, of course, its right talent, because people matter. As an employer, you should be skilled in people management. Know how to handle tricky situations without demeaning any employee but rather correct them in a manner that teaches them to learn from their mistakes. Hold leadership training programs to skill your employees on how to be helpful to their peers and boost productivity levels. This process could be part of your employer branding strategy. Indirectly, pooling in the right talent.
But how do we know when or how to bring the right talent onboard?
Let’s start with getting back to the organizational planning process. Priorities are discussed, goals are set and decisions are made – more often than not within the confines of a closed conference room by the people primarily in power – the senior management. An error made most often in these situations is the exclusion of the individual managers or department heads who are more closely involved with the specifics of the issues being deliberated upon. The fact that these department heads are left out of the major decision-making process means that the organization misses out on their potential for providing information and advisement; their expertise, after all, is all about gaining a better understanding of the status quo as well as the nitty-gritty of the everyday dealings (which would help better understand the feasibility and impact of the decisions). Most importantly, however, it means missing out on their informed suggestions to bring onboard the right talent and expertise that the company currently needs or might possibly need in the future.
As a general rule, including more people in the decision-making process not only helps optimize the right talent you already have but helps your company gain foresight and in some cases, an edge when it comes to determining its fate in the future. Consulting employee engagement companies is also an added benefit when recruiting or retaining talent. It is on the basis of the educated guesses, instinct and professional opinions of the internal ‘people in the know’ that some of the most successful companies have been able to make the significant decisions that were not understood at the time but reaped incredible rewards years down the line.
This holds true most prominently in the matter of the what, who and when to bring the right talent onboard.
You see, it works as an incredible, beneficial cycle – if one were to let it run, that is. The talent you already have, bring with them the knowledge and thorough understanding of their department, which in turn makes them the best people to predict the trends in that department and hence identify and bring the talent that would help your department keep up with those trends. What’s more, since they are the in-house talent lending their skills to recruitment, they are better able to recognize the value and culture fit that their company is looking for.
The right talent in a company can achieve so much more than fulfilling job descriptions or playing pre-defined parts in the organizational story. It has the potential to effectively and accurately chart out a map to the future, filling the gaps (and job descriptions) that the company does not even know it needs yet! Previously unexplored perspectives come into view and when this talent becomes a part of the core strategy meetings, rest assured your company will be steered into the right direction and invigorated with new, fresh talent.