How to grow and nurture talent
Big business, which often has a training budget, could identify people within their existing staff that they can spend money on.
And then there’s the Skills Education Training Authorities (Seta) system, although there’s been inadequacy in its implementation, that Boucher reckons big business could partner with. This could up-skill the talent with inservice training to meet the requirement of clients in an organisation.
But employees can also take the initiative in growing their talent by establishing a mentor relationship where the younger talent learns from the more experienced talent for development to happen instead of purely relying on corporates and tertiary institutions to bridge the talent gap. potential to take on a leadership role. Identifying leadership needs for managers to be in tune with people in the workplace and be focused on more than the output of the person,” explains Boucher.
But why are other people’s talents not recognised?
Boucher identifies three suspects, which include the employee being in the wrong job, being a poor cultural match to the organisation they work for and not having inherent attributes to recognise that they have the skill and talent to do the job.
But employers can also be proactive in recognising talent with potential to be upskilled in the workplace.
“Employers must have a management role and have conversation with people. Don’t expect HR to take care of that, it must be between employer and employee,” says Boucher.
Regarding management skills, it seems the country does have a skill shortages but not in insurmountable proportions.
Boucher argues that despite an individual’s social skills showing potential for good leadership, people with technical skills are usually moved up the ranks into s uc h hier a r c hic a l posit i on in an organisation.
SMME employment today is more knowledge-driven, which puts a burden on the education system. But without being properly equipped these individuals are thrown in the deep end, resulting in them failing at the task at hand.
“We have a talent in this country of people to take on leadership roles. But managers are not promoting the right people and giving them the support to become good leaders. Personal qualities and ability to perform should be used to recognise up and coming future leaders in organisations,” says Boucher.
Bridging the talent shortage gap may require challenging corporates to change the paradigm, taking a more personal approach and putting in the extra effort to identify potential talent in individuals within their organisations and f inding ways they can up-skill them to contribute to the success of the business.