After the global economic crisis, many employees are now beginning to consider alternative options available in the job market. According to research by ManPower from the end of 2010, 84 per cent of employees planned to look for a new job in 2011. Often, intrigue can be the ignition in looking for a new opportunity. However, the talent that an organisation holds is a key asset to its success, and must be maintained.
Training can be one of the key assets which can not only enhance the talent within an organisation, but one which can also provide a competitive edge in order to retain the talent within that organisation.
Investment from the outset into managing talent is one of the main elements which an organisation should consider to sustain success. For instance, without talent, there is no organisation. However, with investment comes better personnel development; better results for the organisation and as a result, growth for not only the organisation, but also the people within it. By investing in tools which can nurture an organisation from the bottom up, success can truly be gained to develop a skilled labour force.
If we go right back to basics, the success of any economy can often depend on the organisations that operate within it, and as such, the talent within them. Therefore, it is in the interest of organisations to ensure that they are attracting, nurturing and retaining their talent in order to grow successfully.
However, as an industry, we often consider training or managing talent as secondary to our daily routine. If we want to ensure that the IT industry is rebuilt to the same strengths as before the economic downturn (as well as maintaining the talent which makes each organisation as successful as they can be) then this must become second nature, rather than being an after thought.
One way in which an organisation can build the foundations of a successful training programme is to ensure that they have the right environment, training methodology; curriculum and infrastructure are in place. For example, in our Mysore Global Education Centre, we have the capability to educate 14,000 employees at any given time. As a result of the high quality of resource, this training centre provides employees with a programme focused on deepening their competencies and becoming multi skilled. The programme includes technical as well as soft skills training. Whilst it may not be possible for all organisations, to have a centre of this kind, one has to invest for the long term sustainability for such a training program, must also ensure that there is a dedicated training team. Other options could be making use of external training centres that are well equipped and can provide employees with the skills they need to develop.
Planning for the future
However, managing talent is not just about managing an existing employee’s development, or prospects, but also planning for the future of the organisation. Building HR processes into your organisation now, can often help to ensure that organisations have the skills and knowledge needed for your organisation in 5-10 years time. This could be in fine tuning the recruitment process, or simply allowing for better communication with your employees to ensure that their voices are not only heard, but listened to.
In addition, with reports estimating that the private sector will soon overtake the public sector in the amount of staff it employs, how organisations prepare now will be vital in considering how they might grow in the next 12-18 months. One way to cope with this to ensure that there is an effective IT underlay to any HR processes. By having an IT system in place which can assist the HR process (including hiring and retention), then this can be a basis to keep on top of what the future might bring.
Taking into account these elements from the beginning of the process - whether this is training, considering the organisation culture or in planning for the future - will ensure that an organisation can create and as a result, manage its talent efficiently which can hopefully result in fewer instances of individuals wanting to move on. By empowering them with the opportunity to learn and develop, this can provide individuals with the skills to get excited about their future.
If we think of managing talent as a springboard, this will in turn allow both organisations and the IT industry to reposition itself as a leader in the world of training our talent. By ensuring this is considered from the outset, and then this can only be of benefit to both the overall organisation as well as the employees which make it up.
Posted by BG Srinivas, Member of the Board, Head of Europe, Infosys