Excerpts from the discussion:
Mr. Salil Raghavan, Head HR, Great Eastern Shipping
Mr. Salil Raghavan said that in today’s highly volatile and uncertain talent space it is very important to identify potential, develop and retain them. It is critical to develop the top ranks in an organization. Scarcity of talent has led to innovate and retain potential employees. During recruitment process, candidates have to go through psychometric test which determines their learning agility. Learning agility has got four aspects i.e. conceptual agility, people agility, change agility and results agility. Based on the result, capability and potential of employees are evaluated and put through developmental exercises.
He also explained about High-Potential and High-Professional people within an organization and associated concerns. It is always a best practice when senior professional people with vast experience take responsibility for mentoring and coaching young and high potential people. Also, people who grow fast can be retained through compensation, stock options and retention bonuses. Exposure to senior management within an organization and interactions with them help in building loyalty among high potential people and retaining them. Exposure, interaction and link with senior management help in their retention.
Mr. Khalid Raza, Talent Development Manager, IBM
Mr. Khalid Raza said that, “Building an organization is not about technology and environment but about people. Organizations may come and go, but people will remain”. He spoke of how today’s millennial generations have not seen the real world and belong to a generation of startups.He expressed that when people find value in an organization, they stick to it. He further articulated that talent retention is always a difficulty in any organization, and a person who does not find value addition for himself will eventually leave irrespective of promotion or incentive offers.
In a talk about qualities of a leader, Mr. Khalid stressed on the importance of being a thought leader and leaving the execution to the team to work on it. He also explained the concept of high potential, which is adding value to business by up scaling oneself by staying updated with the trends of market. He also highlighted that high potential building was possible through comfort level and trust building and engaging in growth oriented processes.
Mr. Prabodh Sirur, Vice President – HR, Manipal Technologies Ltd.
Mr. Prabodh Sirur spoke about the requirement of an open environment in workplace and showing interest in an individual not only for the sake of self but also for the company. He further said that one should be open to opportunities for sustaining in a highly competitive organizational environment.
In a discussion about high potential workers leaving their bosses, Mr. Prabodh Sirur said that a worker must prepare another to achieve something higher for them to take off from the place where the former left. “This, is not a payback, but something like knowledge transfer and effective enabling of development”, he said.In conclusion, Mr. Prabodh expressed that constant coaching and mentoring is required for the younger generation, to enable them in building and sustaining a high potential intervention.
Ms. Pratika, Head HR, Edureka
Ms. Pratika was of the opinion that high potential candidates can be identified by their ability to manage volatility, uncertainty, complexity and ambiguity. Agility is also a very important trait. They are the ones who don’t bask in their past glory but continuously reskill themselves.
Globalization is a mega trend in workplaces. Personalities are becoming more individualistic. Decisions have to be arrived at together; new dynamics are coming into the picture. There is integration of personal and professional lives and the organization needs to act as a coach.Transformational leadership is being an ideas leader. It is being someone who can give a sense of comfort to everyone. It is building trust and having a genuine interest in the careers of those under him/her.