Dynamics of Talent Refinement
The dynamics of talent refinement are related to issues recuperating escapism of organizational legacies and building new capabilities for managing innovation. It has been observed that how firms should prepare to manage constant tensions between flexibility, efficiency and reliability. This transformation is not just about changing the mindsets or dominant logic of managers; it is also about focusing on new levels of transparency and visibility in how the firm is managed.
Top 10 international Recruitment Agencies have emulated that we have to change the way we manage-how we continually match opportunities with resources. The focus must be on the skills of individuals and their attitudes to learning as well as on the competence of teams and the ability to continually configure task-based teams with the best talent from around the world. For example, uniquely identifying the behaviour and needs of a single individual from a customer base of millions requires analytics. It is indeed arguable whether this holds true for the search of talent as well. A firm must treat its employees and vendors as unique individuals or collection of individuals just as it treats its customers. Talent refinement of human resources is executed to meet the needs of specific tasks which becomes a source of advantage. The key message is that for the transformation to be effective, managers must focus on mobilizing talent rapidly from both within and outside the firm. This flies in the face of formal hierarchies and silo-based behaviour and thinking.
BDS Recruitment Services manifest: How to Mobilize talent:
Managers should not succumb to outsourcing which has received an inordinate level of attention both among executives and the media. The initial impetus for outsourcing was primarily cost arbitrage which signifies that firms can access comparable skills in Asian countries for a fraction of costs of those skills in Europe. This probably was the motivation for the first round of outsourcing to Asian vendors of basic and low-tech work such as maintenance and testing of software applications and checking for bugs during the Y2K scare.
But firms have moved along. Western firms have become quite sophisticated in their understanding of emerging markets. They have developed their own operations for software development and services such as customer support through call centres.
It is increasingly clear to global managers that outsourcing is not about “exporting jobs”; it is about “importing competitiveness”. Firms compete with each other. It is not about countries, but about the competitiveness of firms. It is no surprise that global firms have recognized this dire need to access skills from around the world to compete effectively and provide superior service to customers. This recognition is forcing firms to build project teams that are multi-geographic and multicultural. The focus is not just on cost. Cost is a consideration, but equally important is the quality. Innovativeness of the solution and speed. The patterns of work and the composition of the teams vary considerably as the nature of projects and access to the talent required varies.
BDS Recruitment best recruiters in London adopt refinement of talent and its dynamics in its proceedings and nomenclature.
