Here's a view on 'Why Corporations Are Losing The War For Talent?' Do you agree that premium talent comes from entrepreneurs who have been involved with innovation and business supremacy? Tell us how you see the talent evolving from the current start-up based environment.
Why Corporations Are Losing The War For Talent:
About a decade ago, a book that drew a great deal of attention was "The War For Talent" written by three consultants from the prominent firm McKinsey & Company. "The War For Talent" was a manifesto for the belief that the smartest organizations are the ones with the smartest individuals. According to the authors, the best companies were those who relentlessly pursued the very best talent. Until recently, this recruiting strategy seemed to work. By putting a premium on degrees from top-tier business schools, investing heavily in the individual development of their star performers, and ensuring that their top talent was handsomely compensated, the war for talent was a game played almost exclusively among an elite group of corporations. After all, for many years, the path to business success was via the corporate ladder.
From India, Mumbai
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1872Why Corporations Are Losing The War For Talent:
About a decade ago, a book that drew a great deal of attention was "The War For Talent" written by three consultants from the prominent firm McKinsey & Company. "The War For Talent" was a manifesto for the belief that the smartest organizations are the ones with the smartest individuals. According to the authors, the best companies were those who relentlessly pursued the very best talent. Until recently, this recruiting strategy seemed to work. By putting a premium on degrees from top-tier business schools, investing heavily in the individual development of their star performers, and ensuring that their top talent was handsomely compensated, the war for talent was a game played almost exclusively among an elite group of corporations. After all, for many years, the path to business success was via the corporate ladder.
From India, Mumbai
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I am simply flummoxed by the conclusion - 'networks are smarter and faster than hierarchies.'
Sounds great when written and read on a forum or in a magazine. But, the truth is very different.
Maybe network organizations are winning battles for talent, but the war is a long way away from them.
None of these so-called genius organizations are over 10 years old. And, with reference to longevity, credibility, and sustainability, 10 years is too short a time.
Organizations that have lasted for more than 50 years haven't done so on a wing and a prayer. Yes, it is true that they may be slow to change and turn in a different direction. But, that is the consequence of being a behemoth. So, whilst 'networks' may be lithe, sexier, streamlined, and nimble, that is where it ends. For them to be counted amongst industry forerunners, they will first have to prove themselves over a minimum of 50 years.
You may think this is hogwash. But nothing could be further from the truth. To survive 50 years and beyond is the sign of a true champion organization. Of one that knows how to respond to change. In fact, mostly, they are the harbingers of change. Because, no organization can survive that long without learning to, and then excelling at making change a part of their DNA.
Once change is part of an organization's DNA, it doesn't matter whether it manifests itself as 'a war for talent' or any other moniker. These organizations know how, when, what, why, how, and where to do what needs to be done.
So, yes, I am in disagreement with the views of this study. And, like I said earlier, whilst the new kids on the block may be grabbing all the headlines and maybe even the talent to a large extent, the 'oldies' still reign supreme. Not because they are better. But, because they know how to deal with change - a concept that the 'newbies' are yet to face - repeatedly!
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From India, Gurgaon
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Sounds great when written and read on a forum or in a magazine. But, the truth is very different.
Maybe network organizations are winning battles for talent, but the war is a long way away from them.
None of these so-called genius organizations are over 10 years old. And, with reference to longevity, credibility, and sustainability, 10 years is too short a time.
Organizations that have lasted for more than 50 years haven't done so on a wing and a prayer. Yes, it is true that they may be slow to change and turn in a different direction. But, that is the consequence of being a behemoth. So, whilst 'networks' may be lithe, sexier, streamlined, and nimble, that is where it ends. For them to be counted amongst industry forerunners, they will first have to prove themselves over a minimum of 50 years.
You may think this is hogwash. But nothing could be further from the truth. To survive 50 years and beyond is the sign of a true champion organization. Of one that knows how to respond to change. In fact, mostly, they are the harbingers of change. Because, no organization can survive that long without learning to, and then excelling at making change a part of their DNA.
Once change is part of an organization's DNA, it doesn't matter whether it manifests itself as 'a war for talent' or any other moniker. These organizations know how, when, what, why, how, and where to do what needs to be done.
So, yes, I am in disagreement with the views of this study. And, like I said earlier, whilst the new kids on the block may be grabbing all the headlines and maybe even the talent to a large extent, the 'oldies' still reign supreme. Not because they are better. But, because they know how to deal with change - a concept that the 'newbies' are yet to face - repeatedly!
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From India, Gurgaon
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We have been at this research for more than 24 years now. We are uploading an account of our experience. Would love to have comments!!
From India, New Delhi
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From India, New Delhi
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Dear Dhruv,
Thank you for sharing your research. This must be very interesting. I am looking forward to reading this. I request members who would view his work to comment and share their views. More brainstorming on this would add to our learning!
From India, Mumbai
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Thank you for sharing your research. This must be very interesting. I am looking forward to reading this. I request members who would view his work to comment and share their views. More brainstorming on this would add to our learning!
From India, Mumbai
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Whatever be the size or age of the corporation, the question is: what kind of talent do you want? Are you after individuals who can think and deliver, or those who would simply follow orders (the two are very different)?
If you seek order followers, recruit individuals who exhibit a tendency to follow orders and place them in a strict compliance environment.
If you desire individuals who can think independently and deliver, provide them with the space to think, act, challenge you, and even make mistakes.
You cannot expect creative and innovative individuals to adhere strictly to a rigid rule book. Similarly, you will overwhelm and confuse the order followers if you do not provide them with guidelines.
Ensure that your recruitment strategy aligns with the type of talent you are seeking and the environment in which they will be expected to perform.
From India, Delhi
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If you seek order followers, recruit individuals who exhibit a tendency to follow orders and place them in a strict compliance environment.
If you desire individuals who can think independently and deliver, provide them with the space to think, act, challenge you, and even make mistakes.
You cannot expect creative and innovative individuals to adhere strictly to a rigid rule book. Similarly, you will overwhelm and confuse the order followers if you do not provide them with guidelines.
Ensure that your recruitment strategy aligns with the type of talent you are seeking and the environment in which they will be expected to perform.
From India, Delhi
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