Moving Up, Laterally

My journey of moving up the corporate hierarchy laterally. As organizations become flatter, my journey of moving up now becomes moving up, laterally.
Oct 18
Leaders don’t create followers, they create more leaders
— Tom Peters

Talent Attracts Talent

Attract, Retain and Develop

Talent attraction and retention has long been a very dynamic challenge of every organization. Organizations either passively bombard all possible channels with their attraction adverts and hope somebody with talent will bite while others aggressively find talents in every possible nook and crany.

Lets move sideways for a moment and tackle each process from a different perspective.


Lets say an organizations’ passive or aggressive attaction method works and a potential talent is identified. The usual process is sifting through resume’s, then short listing, probably an exam for the short listed, then another short listing from the exam, then an interview or a series of interviews.

However, Looking at a resume does not really give such a wholistic overview of an individuals potential, more so with capabilities and capacity. From the whole process itself, I would say, the interview is the only way to effectively determine potentials.

But, before arriving at the interview stage, the problem is how are we to know which ones to interview ? It is logically impossible to interview all applicants or potentials.

Aside from that, an interview will not give meaningful results if the right questions are not asked.

Retention and Development

A potential comes aboard, the retention phase now comes in. Corporate HRs’ conduct regular satisfaction surveys, manage benefits, organize events and the lot.

Career development programs are such as seminars, conferences, trainings and other learning modules are provided.

However, being that an organizations HR usually tend to generalize benefits and programs ( the majority wins paradigm ), effectivity of these activities varies from time to time depending on the economic, personal, motivational and other situational conditions of the employee.

These retention and development activities seemingly gives a misleading good evaluation more often than not (damn that percentage statistics and mojority wins paradigm).

Theres light at the end of the tunnel

In the attraction phase, being that applications are being done online. The organization can come up with a set of right questions that will be asked at the right order and at the right time for a specific job title with embedded capacity measuring questions which dynamically change with every answer.

WOW ! what is that

I fundamentally believe, that the current competency must be established, but potential capacity to absorb and learn must also be identified. Top it all of with establishing if the candidate is suitable for the current team.

A potential candidate which has enough potential capacity for change and is suitable to the current teams environment will most probably last longer.

Retention programs must also be customized for each individual. I believe that benefits and retention activities are differs for each individual and that the organization must be flexible enough to be able to provide most of these.

As motivations and situations change for an employee during their tenure, their retention requirement so to changes from time to time. The organization that can be quick to adapt will be able to easily retain their talents.

Just like retention programs, development programs must also be tailor-fitted for each individual, as each has a specialized role and each having different capacities. Career tracks must also be in-place for each individual and be regularly discussed and re-evaluated.

We are living in super fast changing times, and it is imperative for every aspect of the organization, be it human resource, processess and systems, to be able to quickly re-evaluate and adapt.

Talent Attracts Talent

Attracting talent is more crucial now more than ever, more so with attracting high potential, high capacity talented resources.

As organizations are becoming flatter, and job roles becoming more specialized in these fast changing times, high capacity talents are needed to be able to quickly shift and adapt to changing business requirements.

The organization with an effective external and internal talent attraction and talent search program will have the needed business advantage.

Having high capacity talents will also boosts talent searches, as these individuals more often than not will indirectly attract other high capacity talents.

High potential and high capacity talents in the open market also wants to be in an environment which stimulates their interests. Working in a rich environment full of talents will inadvertently attract other talents. As the circle of influence of these talents will only attract other talented individuals.

Internal talent search must be expanded to include these circle of influence of the current organic individuals.

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