Crack­ing the Tal­ent De­vel­op­ment Code of the iY Gen­er­a­tion Time to Upgrade (Part 2)

THE OB­JEC­TIVE OF THIS FOL­LOW-ON AR­TI­CLE IS TO FO­CUS MORE ON THE SPE­CIFIC SKILLSET IN­TER­VEN­TIONS RE­QUIRED TO ‘UPGRADE’ THE PO­TEN­TIAL TAL­ENT CON­TRI­BU­TION OF THE IY GEN­ER­A­TION SO AS TO “GET THE VERY BEST RATHER THAN THE MOST FROM OUR YOUNG TAL­ENT”.

Insurance - - KNOWLEDGE MANAGEMENT - Text De­nis Hevey | Lead Per­for­mance & Mo­ti­va­tion Psy­chol­o­gist & Con­sul­tant | Pos­i­tive Per­for­mance Academy (Asia & Ire­land)

IINTERVENTIONS – MAK­ING THE UPGRADE

n part one of this two part ar­ti­cle, our pur­pose was to give a gen­eral overview as to why we need to upgrade the iY Gen­er­a­tion. This gen­er­a­tion make up the largest por­tion of the new tal­ent en­ter­ing the jobs mar­ket to­day, so wor­thy of our at­ten­tion, as they are also the bright­est hope and best re­source to se­cure fu­ture suc­cess. Ar­ti­cle one left us to con­sider the ben­e­fits of ‘up­grad­ing’ from the im­bal­anced, over tech­ni­cal fo­cused, mod­ern education sys­tem to com­plete the value of­fer­ing for the mod­ern work­place. This value, it is suc­cess­fully and sci­en­tif­i­cally ar­gued, far out­weighs the price we will be ex­pected to pay for the education sys­tem omis­sions. There­fore, it is time for in­vest­ing in the com­ple­tion of their de­vel­op­ment rather than just la­belling and com­plain­ing about their short­com­ings. In this fol­low-on ar­ti­cle, we will ex­plore where em­ploy­ers/men­tors/ par­ents need to pin­point their fo­cused at­ten­tion and mean­ing­ful en­gage­ment with the iY Gen­er­a­tion with the ob­jec­tive of get­ting the very best from what they can be rather than just set­tle for the most of what is. This is not only our re­spon­si­bil­ity but also a strate­gic busi­ness de­vel­op­ment op­por­tu­nity to ben­e­fit all, as we will see later. The best place to start is al­ways with ‘why’. If our why/pur­pose is clearly un­der­stood, then what’s to be done and how best it will be done, falls log­i­cally in line and more neatly into place. In busi­ness, there are lead­ers and those who lead, the for­mer may have the ti­tle and re­spon­si­bil­ity, the lat­ter un­der­stand why and en­joy ded­i­cated fol­low­ers (i.e. ul­ti­mately loyal cus­tomers) and achieve real re­sults. Tech­ni­cal Com­pe­tence Cap­i­tal (i.e. what is says on the CV) is only one el­e­ment of what creates the value equa­tion of Hu­man Cap­i­tal (i.e. what ac­tu­ally gets done). It mir­rors the IQ con­tri­bu­tion to the aca­demic per­for­mance equa­tion model, which is proven to ac­count for, at best, 30% of the aca­demic achieve­ment. Many renowned ex­perts and col­leagues, con­tend that, like­wise in tech­ni­cal com­pe­tence cap­i­tal, it counts for about one third of per­for­mance and pro­duc­tiv­ity in the work­place and life. There­fore those who en­gage in a ‘fos­ter­ing’ role (e.g. em­ploy­ers, man­agers, lead­ers) with the iY Gen­er­a­tion have an op­por­tu­nity as well as a re­spon­si­bil­ity to lead and foster their pos­i­tive and bal­anced skill de­vel­op­ment. This is done in or­der to build a com­plete abil­ity model that re­alises their rich po­ten­tial and full ca­pac­ity (i.e. de­liv­er­ing the other two thirds of what they can con­trib­ute to the de­sired per­for­mance and pro­duc­tiv­ity). Tech­ni­cal com­pe­tences and skills are im­por­tant, very im­por­tant, but there is so much more in the high per­for­mance and ef­fec­tive en­gage­ment equa­tion, two thirds more. If we are to get the best ver­sion, then we will need to build on what they al­ready do well, and bal­ance the equa­tion for a more com­plete model. This more com­plete model re­quires a pos­i­tive and proac­tive ap­proach to their en­rich­ment and can make those la­bels and short­com­ings the iY Gen­er­a­tion now at­tract lost in obliv­ion.

Here is the la­belling re­minder: “En­ti­tled rather than En­ter­pris­ing”, “Fash­ion­ate rather than Pas­sion­ate”, “Slack­av­ists rather than Ac­tivists”, and would rather be “En­ter­tained than En­gaged”.

‘BRIDG­ING & BOND­ING HU­MAN CAP­I­TAL’

Hu­man Cap­i­tal or Hu­man Con­tri­bu­tion in a mod­ern ef­fec­tive work­place does re­quire a solid foun­da­tion of the lat­est ver­sions of tech­ni­cal com­pe­tences but this has to be along­side, rather than re­place, the more tra­di­tional skills that are well known and es­tab­lished

The best place to start is al­ways with ‘why’. If our why/pur­pose is clearly un­der­stood, then what’s to be done and how best it will be done, falls log­i­cally in

line and more neatly into place.

Newspapers in English

Newspapers from Malaysia

© PressReader. All rights reserved.