Many years. Some of the key competencies that

Many have always wondered if the definitionof talent in near future be any different from what it has been over the years. Some of the key competencies that defines talenttoday are: Agility would help thetalent to move quickly and easily in the VUCA environment.

Let’s not feelsurprised that the VUCA is here to stay. With business reality under continuouschange, being agile would aid the individual to develop the capability to leadand manage the change effectively.  QuickLearneror Learner for life is a key element defining the talent. They tend to learnfrom their mistakes and keep on improving throughout their career span.   ResultFocus Thetalent sets stretch goals, strives to achieve goals and meet expectations ofothers, and measures performance against results. They demonstrate commonknowledge or understanding of being results oriented and do not avoid or missopportunities to set and achieve challenging goals. Abilityto take decisions Theorganization will seek its talent to be quick and effective decision maker.Someone who is largely effective with his/her decisions.

They seek empowermentwith complete accountability of the situation. An organization does well whenthey provide such environment.   GreatInfluencer Thetalent has the capability to influence multiple stakeholders using multiplemethods. This would be the key to success for an individual within theorganization.

 What I believe will get added is the competenceto use Technology for success & being adaptive in the VUCA reality.  The talent of future would be very keen tolearn and partner in organisational growth. Their engagement levels would bedependent on the valued contribution they are making for a high impactorganisation. For this, the managers need to step up and be thefacilitator and coach. As per a study by Bersin, the manager can be acoach by asking 5 simple aspects: 1.      Theymust ask good questions to enablethe employee. 2.

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      Meet the employee where they are.3.      Guide theconversationto an agreement of the priorities of development.4.

      Ensure that thefeedback information is heard and understood by the employee. 5.      Do their part tosupport the employeethrough a shared commitment to their goals, responsibilities and action steps. The talent would continue to belong tomultiple generations. Hence the organization would be required to play aninclusive role.  The world seems more complex today.

But the mantrafor talent management for survival and success does not need complexalgorithms. Organization needs to take few simple steps  Provide an exemplary On-Boarding Experience to the talent. This must involve developingan in-depth understanding of the business, its SOPs & policies,understanding of the function and boundary conditions. One method through whichOrganization makes this effective is by 30,60,90-day post joining review byimmediate manager & skip level manager.  Goals& Business Alignment It is an established fact that talented employeesare most engaged when they see their contribution impacting the organizationpositively.

The organization through its managers must ensure defining clearexpectations in terms of goals for the talent. Role clarity has remained as one of the key reasons for attritionacross sectors.      The goals so set needs to be periodically reviewedand appropriate feedback needs to be shared with the talent. It’s alsopertinent on the manager to provide appropriate resources. Thus, continuous Performance Management would be a keytool to engage with the talent meaningfully.  The performance on stretch goals must be recognised and rewarded unambiguously.There is nothing more important than celebrating the talent and their success.

Oneshould focus on the impact made by the talent in the given situation. It’simportant to recognise only when it has created some value for theorganization.  The very minimum for creating a talentfocus is to have business and line managers own and drive the Talent review & associatedprocesses. This is to review the potential of talent and use theperformance-potential matrix to take appropriate talent decisions.  Continuous Learning & Development providesan avenue to the talent to hone their skills to deliver the best. This musthowever be linked to business and specific developmental objectives. With thevariety of MOOCs available, the organization can do better to have few buthighly effective transition programs focused on building capabilities of firsttime managers, managers of managers and managers of leaders.

 Sounds easy. Isn’t it? Only 20% of theorganizations do it all correct. The devil lies in the implementation.

 We must remind ourselves – “Talent,irrespective of the era they belong to, always desire to be heard and valued;this is what motivates them and ultimately enhances productivity”.