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Talent is becoming scarce and there will be a fight for it. This was, in short, the line of thinking behind the term 'The War for Talent' coined by McKinsey & Company at the end of the last century. So what is the state of affairs in the current economic climate? Let's put a few aspects in today's perspective.
At ORMIT, we are convinced that a company’s success depends on the people that work there. We believe that people make the difference. The global economy is changing with capitalism evolving into talentism. Economic success is increasingly being measured by the extent to which an organisation has access to talent and knows how to connect this talent to the organisation.
Every generation has a different point of view on life and has its own strengths and expectations. Organisations that understand this dynamism know how to get the best out of their employees.
Are we ever too old to learn? Clichés suggest we are not and, as is often the case with clichés, they are quite right. Thanks to scientific studies, we know that our brains are more than capable of continuing to process new information and experiences. This is good news for talent and leadership development.
Strategically, it is essential to have talent within a company. The right people in the right place hold the key to success. And nurturing and developing talent is part of all this.
There is an English saying that you cannot teach an old dog new tricks, but our experience in leadership and talent development suggests differently. What is more, in our ageing society, the older employee has become more valuable, and this makes an age-conscious personnel policy essential.
Development helps both personal ambitions and organisational goals to be realised. It therefore carries a shared interest for the individual and the company, and adds value for all stakeholders. The context in which it takes place determines its success – as Albert Einstein once construed.
How does a leader make a difference? Is it through smart strategies or does it mainly have to do with their personality? There is no straight answer to this question, but what is sure is that the ability to manage your own and others’ emotions does make a leader effective – and it is a skill that can be learned.
Engaged and involved employees hold the key to an organisation’s success. They can develop their talents and work more effectively together, leading to better results. But just how does an organisation and a manager encourage these traits?
The New World of Work benefits company performance and employee welfare – provided it is well grounded and guided. The New World of Work demands a style of leadership based on trust and shared values.
Development is needed now more than ever – and it has become an important term of employment for employees. Each year, organisations spend two per cent of wage costs on training, but is it really worth the investment? What is the actual return on development?
The learning ability of a person or organisation determines the level of their success. To what extent are they able to look at themselves critically and reach for improvement? Experiential learning has been shown to be one of the most effective methods of talent and leadership development.
Restaurants that continue to stimulate their diners’ culinary senses can, in time, see their efforts rewarded by the honour of a Michelin star. Organisations that stimulate their employees and encourage them to thrive can become a “Best Employer” or a “Great Place to Work”.
Social innovation defines, together with technical innovation, the success of an organisation. By organising work more cleverly and taking advantage of the individual talents and needs of employees, performance can be improved. Social innovation makes the company future-proof – it is a question of evolution.
Good leadership is an important factor for success – not just at the top, but at every level. To ensure that they have good leaders, organisations need to not only attract talent externally, but also recognise and nurture the talent already in the organisation and encourage it to thrive.
Sustainable leaders chart their course based on discussions with all their stakeholders. Nowadays, they take a wider scale of interests into consideration than ever before, and they take account of the long term in their daily decision making. This demands conscious and personal leadership.
Teams are important drivers in organisations. The effectiveness of a team is largely determined by the quality of the collaboration – and that sounds easier than it is. Collaboration demands clear objectives and, more particularly, trust. Any migratory bird knows that.
The term "The New Learning" keeps appearing nowadays, but is it just another hype? Actually, it is not. New technologies and new insights into our learning ability are making learning more effective and enjoyable.
Every individual has unique qualities that they can use to make a difference in an organisation. A successful manager inspires and stimulates these qualities – and the ORMIT Leadership model focuses on their development.