Think Talent Series Helping Relationships -

A Learning Ladder to Organizational Success Part I: The Current Talent Market

May 2013

Organizations today are going through significant and accelerated change largely driven by economic revolution, technological advancement and demographic changes. These changes are influencing the way people work, the way companies are organized and talents managed. It calls for continuous learning and sharing of knowledge and skills.

The role of Helping Relationships like Coaching, Mentoring, Counseling comes in here, all of which aim for development towards ‘Where We Are Now(current state) To Where We Want To Be(Excellence).’ They are largely used by organizations across the globe today and have become the essential elements for modern managerial practice to unleash the optimum potential of the current and future leaders of the organizations. They help inspire and empower people, build commitment, grow talent and promote success.

However, there exists a thin line differentiating the helping relationships from each other in their process, impact and purpose. One needs different skills to deal with each of the processes effectively .

Purpose: Think Talent presents a series on various Helping Relationships which are frequently used in organizations across the globe and in India. It also focuses on their differentiating factors and successful implementation.

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Background & Purpose Of Rolling Out The Series

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Part I: The Current Talent Market

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Challenge In The Leadership Pipeline - Implications

With the reduced growth rates the challenge of senior leadership is more around creating value with limited resources, consolidating, stabilizing the business, forging alliances and exploring different geographies /businesses to find out the next growth curve. All of these demands strong leadership capability from mid to senior level. This currently being a deficit can adversely impact future economy and business climate.

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Unprepared/moderately prepared mid to senior leaders if not become aware and fully developed may breed the next generation of leaders with poor leadership capability thus downgrading the complete leadership standards of the industry

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54% business leaders cite gaps in their leadership pipeline as one of their critical obstacles to growth

Confidence in mid-level managers has declined from 66% in 2010 to 49% in 2012. Perception around weakening of the current and potential senior leaders is becoming stronger

Challenge In The Leadership Pipeline

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Challenge In The Leadership Pipeline

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Talent Challenges: Implications

Mismatch of optimum level of qualification/preparedness for specific roles create a possibility of boredom or burnout. As a result it hampers the creative energy within the organization resulting in underperformance in the innovation area, inability to retain and nurture bright talent and spawning of entrepreneurial outfits

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Talent ChallengesRapid Business Change, Disruptive Competition

Geographic Shifts in opportunities and skills sets

Flatter Organizations, Cultural Diversity Team Model for Work

New Roles, Specializations and Talent Differentiation

New Leadership Models and Capabilities with a focus on action orientation, creativity

and relentless client interaction

Escalating War for Talent, Competition for External Skills making employee retention, engagement, branding, and

passive candidate recruitment more important than ever

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According to a study done by McKinsey & Co. while the younger population is coming in, the supply for the key talent is going to decline by 15 % and the demand for that talent will increase by 25%

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Demand For Key Talent Increases By 25%

Supply For The Talent Decreases By 15%

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The Youth Vs Tenured: Implications

In places like India having the largest youth working population and which is aspirational, demanding, tech-savy needs to be nurtured and channelized meaningfully by the senior generations that in itself is secure, mature and confident. This mutual development of different generations should happen simultaneously; else the much touted population dividend will not yield any benefit. Instead, it will result in India being a consolidation or maintenance by the foreign investors/organizations

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According to Randstad India's global Workmonitor Survey 2012, Indian employers have trouble finding highly qualified people and this trend is to continue for the next three years as the economy is showing signs of reforms. 65% respondents predict a challenge to find highly qualified people in their respective organisations, much higher than the world average of 48%.

India has the largest youth market in the world who expects competitive compensation, professional development, fast-track career opportunities, mobility options and work-life balance.

Talent Scenario In India

Employee attrition in India is high due to strong competition for talent and inexperienced leadership.

Enhancing Capability Development has been found to be the major focus area for improving the level of productivity in India

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Technology Savvy

Multi - Tasking

Collaboration

Working Population In Their 20’s

Knowledge Experience

Business Acumen

Working Population In Their 50’s

Talent Characteristics – Youth Vs Tenured

How do you enable the exchange of knowledge, skills and experience?

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Current Challenge of HR and Business Leaders would be to make different generation live harmoniously and leverage each other to contribute meaningfully to the organizations. That’s where Helping and Developing Relationships like Mentoring and Coaching comes into the picture.

Enters Helping Relationships!

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Mentoring & Coaching At The Top In the journey to the top management ladder, around 80% of the CEOs ascribe the

receipt of a large part of their learning and support from having being mentored. In their first 10 years or so of organizational life they have been grateful of learning through such helping relationships recognizing it as a gift between generations

Helping relationships such as Mentoring and Coaching have become major instruments for promoting diversity and equal opportunities at all levels. Companies have become increasingly involved in mentoring within the broader community and manager at the top have had to rethink their own attitudes to learning

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But Helping Relationships Are Complex Human Interventions……

“ To live is to change , and to be perfect is to have changed often”- John Henry Newman

John Henry Newman CO, also referred to as Cardinal Newman and the Blessed John Henry Newman, was an important figure in the religious history of England in the 19th century.

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The Way Forward

Helping Relationships: A Learning Ladder To Organizational Success (Think Talent Series): Part II

The Up-rise Of The Popular Helping Relationships In Organizations

Differentiating the thin line between the popular and established helping

relationships

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Thinking Ahead!

How can established helping relationships contribute meaningfully to leverage the power of different working population at work place?

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References

White paper on The Future of Talent Management By Oraclehttp://www.oracle.com/us/media1/future-talent-mgmt-change-drivers-1676642.pdf

Report On Predictions for 2013: Corporate Talent, Leadership and HR—Nexus of Global Forces Drives New Models for Talent By Bersin By Deloitte Consulting, LLPhttp://marketing.bersin.com/rs/bersin/images/predictions-2013-final.pdf

Report By Kimberly Vappie - Business Case For Mentoring

http://www.astd.org/Publications/Blogs/ASTD-Blog/2012/07/Talent-Management-Challenges-in-India

Business Standard - Corporate India facing challenge to find right talent: reportThis trend is set to continue for the next three years, says Randstad India October 2012

Talent Challenges In India

Article: ‘Winning the race for talent in emerging markets’; Harvard business review 2008

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