The Hindu Business Line : ‘Cos need a clear policy on talent management’

“Potential is about the promise or probability of future growth as a leader. Readiness is the capability of assuming a specific leadership role immediately.”

L.N. Revathy

Coimbatore, Dec. 19 “There is no dearth of talent pool in India, but what most companies fail to do is draw a roadmap in the talent management space or do succession planning,” Mr Rajiv Krishnan, Managing Director, Development Dimensions International, said.

He stressed the need for a clear policy on talent readiness, especially because a good number of companies were going global, without ensuring talent leadership.

“This is essential in a global environment to sustain and grow. We help organisations address their business needs by creating the foundation to select better talent and equipping those individuals to contribute more and stay longer with the company. Leadership failures are on the rise because people are pushed into that position even before they are ready to assume the role,” he said.

Potential vs readiness

“Potential is about the promise or probability of future growth as a leader. Identify key players with the highest potential 3-6 years before they are ready to assume higher-level leadership positions. “Readiness is the capability of assuming a specific leadership role immediately. While potential is evaluated against a set of general factors, readiness is assessed against the success profiles required for excellent performance in a particular leadership role,” he explained.

Clarifying that Development Dimensions is a talent management company and not a recruiting firm per se, he said, “we set up recruitment systems for our customers and run a number of leadership development programmes. Our Centre for Applied Behavioural Research (CABER) has conducted dozens of studies that show significant bottom-line improvement in both individual behaviour and organisational performance.”

‘dead slow’ growth

The fifth edition of the Global Leadership Forecast notes that “organisations can and must do a better job of developing their leaders.” The findings point to an urgency in most organizations about developing their leadership talent. While recognising the importance of leadership for organisational success, the development is found to be ‘dead slow’.

It has also observed that most leaders were not satisfied with their organisation’s development offerings, and the confidence in leaders declined steadily over the past eight years.

“Leaders today are shifted from responsibility to accountability, from national to multinational purviews, from constricted information to open access. They must satisfy and maintain the loyalty of more demanding customers and, at the same time, empower and engage an increasingly diverse workforce. Despite these difficult, new challenges, the core leadership skills have not changed. Their application though has become more intricate,” the report has stated.

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