How to grow and nur­ture tal­ent

Finweek English Edition - - MANAGEMENT -

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.


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