When people become a liability, We have to assess if they are low on both ‘ skill and Will’ — ANIL SACHDEV

with certain “capacities” can shape their future by the quality of “efforts” they make. People with limited “gifts” can outperform due to their own “inspiration” and, therefore, take conscious steps to raise their game. People with a lot more talent often lose to such people because they do not have the discipline, focus and energy required to raise standards.

You have been an advocate of interpersonal communication at the workplace. How can that be improved beyond the obvious? Around 80 per cent of communication is about being fully present — observing and listening with mindfulness. The other 20 per cent is about asking the right questions. Many of us are distracted and do not ask the right questions or are not fully there to pay attention to what is said and implied… and how it is communicated.

Give me five ways in which a company, big or small, can make a start and “manage” talent. 1. Define the future landscape of the company based on the trends in the environment, the moves of other players in the industry and the way the market is likely to behave. 2. Craft alternate “scenarios” and determine the quantity and quality of

talent required in each scenario. 3. Make a systematic attempt at mining information about all people within the company and identify the potential of people and the probability of people “growing” from within the company. 4. Clearly define gaps as also “excess” of talent compared to what may

be needed in the different likely scenarios. 5. Develop plans to build capability through structured experience ( assignments, projects, job rotation, promotion), exposure, coaching and participation in external forums and designed education.

People are a company’s biggest asset: you believe that. What happens when one becomes a liability? When people become a liability, we have to carefully assess if they are low on both “skill and will”. If that is indeed the case, we need to plan for their exit from the company. This needs to be handled with “compassion” so that the process is fair, transparent and painless.

Do you feel employees view counselling sessions and workshops as being effective tools? ( For instance, I know of many people who say they are a “complete waste of time” — how does one change that mindset?) Counselling works with those who have emotional issues which they voluntarily discuss with a well- trained professional. Mentoring helps people when an experienced person enables them to navigate through situations that they have not handled earlier. Coaching works when an experienced and skilful coach assists those who are “committed” to the process to raise their own performance by discovering their own answers to thoughtful questions raised by the coach.

As the corporate sector gets more cutthroat, and downsizing becomes a norm, how do you explain to a company that people retention and talent management are winning prospects? The valuation of a company is due to its intangible assets. This is due to brand capital, human capital and the quality of structures and systems within the company. Talent management is the Key Business Process that leverages human capital to create “customer value” and, therefore, shareholder returns. In surveys of CEOS all over the world, in the last few years of uncertain times, they always define talent management as their most critical priority!