Page 9 - Logistics News - November December 2022

T H OU GHT L E A D E R SHIP

efining talent remains a challenge as a career plan with cross-functional career moves
some may argue that it all has to do with to facilitate greater business acumen and width of
D genetics, while others may say that it’s experience is critical to retain and groom talent.
learned or a combination of both. A good place to
start would be Buckingham and Coffman’s book Retaining talent (coaching culture)
entitled First Break All the Rules. They define talent According to a survey by Lynda.com, about 56
as a ritual of thoughts, feelings and behaviours that percent of organisations struggle to keep high-
positively influence one’s perceptions and how they potential and top-performing employees. Winning
approach tasks and situations. over and retaining the next generation of talent
requires organisations to shift their focus towards
While research confirms that certain genes can “empowering employees with career growth
influence a wide range of abilities that manifest opportunities in an inspiring company culture”
as talent, the good news is that certain skills and (S. Barry, 2022). It all begins with driving engagement
knowledge can be leveraged into talent. Skill is to uncover skill gaps and cultivating a transformative
defined as an expertise that can be acquired through culture rooted in learning rather than just training.
learned practice and it differs from talent in that; This is because training is business-centric,
talent is a natural aptitude or inner quality that transactional and more focused on conformity and
emerges effortlessly (resources.workable.com, control, while learning is individualistic, experiential,
2022). Buckingham and Coffman argue that it is learner-centric and transformational.
possible to unleash and develop one’s skills and
knowledge into talent through coaching and the Attracting talent (people value chain)
development of learning cultures for organisations. Attracting and retaining top talent is crucial to any
organisation’s success. It has been forecast that
Employers of choice cultivate a culture that more people than ever before will consider switching
values their people across the full employee value jobs in the coming years. As employee motivations
chain and grooms talent. Identifying, attracting and change, competitive compensation packages are
retaining talent requires companies to transition no longer enough to entice top talent (A. Danise,
from being job providers to career enablers. 2022). Apart from a compelling job description
or benefits, an organisation’s culture and how it
Identifying talent connects employees with their deepest professional
The traditional career advancement path has become aspirations is critical. A learning culture rooted in
outdated and the traditional resume – a historical coaching is an indispensable tool in empowering
document of past performance and stability – employees to transform themselves and can not only
has been upended and replaced with a record of boost engagement, but also help the organisation
demonstrated skills, attitudes and aptitudes. Career build its talent brand; a great resource for attracting
progression is no longer a ladder, but a maze that even more talent.
demands sideways moves, taking on new roles in
different departments or demonstrating the ability Changing labour markets and the high demand
to deliver (right.com, 2022). Although different for skills have resulted in many talented workers
organisations may define talent differently, it can seeking personalised employee experiences that
be argued that a strong indicator of talent is an meet their needs at every stage of their professional
individual’s capacity to leverage their emotional journeys. Employers benefit from moving from L O GI S T I CS NEWS
intelligence (thoughts, feeling and behaviours) to sourcing talent to building talent through a career
naturally or effortlessly navigate this maze. Creating management strategy and coaching culture. •

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