Companies claim that employees are their biggest source of competitive advantage. But the reality is that most of them are unprepared for the challenge of motivating and retaining capable workers.

Most companies look at Talent Management as a short term tactical problem rather than an integral part of the long term business strategy. This requires the attention of the top management and also substantial resources.
Senior managers have frequently acknowledged the failure to pay attention to these issues. To manage talent successfully, executives must recognise that their talent strategies cannot solely focus on top performers.

To manage talent successfully, executives must recognize that their talent strategies cannot focus solely on the top performers; that different things make people of different genders, ages and nationalities want to work for (and remain at) a company; and that HR requires additional capabilities and encouragement to develop effective solutions. Only in this way will talent management establish itself at the heart of business strategy.

The three external factors-demographic change, globalisation and rise of knowledge workers are forcing companies to take talent seriously. Knowledge workers are the fastest growing talent pool in the industry. They have a peculiar way of functioning that helps create more profit than other employees.

Top talent has an impact on the corporate performance. But organisations cannot afford to neglect the contributions of other employees. An inclusive approach involves thinking of the workforce as a collection of talent segments that actively create or apply knowledge.

Leaders must develop the capabilities of employees, nurture their careers and manage the performance of individuals and teams. Senior executives must invest significant amount of time in creating strategies that attract, motivate and retain talent. Such a strategy will be successful when it nurtures and attracts talent at all levels.

• Who is the guardian of talent in the organisation? What according to you is the main hindrance in sourcing and nurturing talent?
• Suggest strategies to imbibe talent into the organisation and ways and means to implement it.

Companies claim that employees are their biggest source of competitive advantage. But the reality is that most of them are unprepared for the challenge of motivating and retaining capable workers.

Most companies look at Talent Management as a short term tactical problem rather than an integral part of the long term business strategy. This requires the attention of the top management and also substantial resources.
Senior managers have frequently acknowledged the failure to pay attention to these issues. To manage talent successfully, executives must recognise that their talent strategies cannot solely focus on top performers.

To manage talent successfully, executives must recognize that their talent strategies cannot focus solely on the top performers; that different things make people of different genders, ages and nationalities want to work for (and remain at) a company; and that HR requires additional capabilities and encouragement to develop effective solutions. Only in this way will talent management establish itself at the heart of business strategy.

The three external factors-demographic change, globalisation and rise of knowledge workers are forcing companies to take talent seriously. Knowledge workers are the fastest growing talent pool in the industry. They have a peculiar way of functioning that helps create more profit than other employees.

Top talent has an impact on the corporate performance. But organisations cannot afford to neglect the contributions of other employees. An inclusive approach involves thinking of the workforce as a collection of talent segments that actively create or apply knowledge.

Leaders must develop the capabilities of employees, nurture their careers and manage the performance of individuals and teams. Senior executives must invest significant amount of time in creating strategies that attract, motivate and retain talent. Such a strategy will be successful when it nurtures and attracts talent at all levels.

• Who is the guardian of talent in the organisation? What according to you is the main hindrance in sourcing and nurturing talent?
• Suggest strategies to imbibe talent into the organisation and ways and means to implement it.