The Focus on Talent

As I began to write this article, all around the world there were peals of excitement reverberating as another year was heralded in. As you read this, I can only imagine your preparation to assault the New Year ahead. This article is a two-part series and the first explores the notion of talent as we hold it to be and second in the series, what this concept equates too and what I translate that to be in my patch of the South Pacific. Why is that important? And why now? I suppose to make sense off and help evaluate the concept of talent and help compare where we stand and see ourselves as one.

"...you are the window through which you see the world." - G.B.Shaw

So how is talent defined? One simple method is to quickly scroll through your LinkedIn network as to the plethora of professions available - from Wealth Specialists, Directors, Finance, Logistic, Real Estate, Risk and Operation Managers, Research Analysts, University students, Deans and Professors, Editors, Stylists, Authors, Reverends and Pastors, Coaches, Talent Acquisition Specialists, Chef's - professionals from various industries divided further into national, regional and global levels of influence all linked by a thriving web of skills and talent. A formal description of talent is best described in 'Next Generation Talent Management: Talent Management to Survive Turmoil' (A. Hatum, 2016). Talent is referred in a broader sense as 'skills or capabilities that allow a person to perform a certain task' or as 'the sum of a person's abilities - his or her intrinsic gifts, skills, knowledge, experience, intelligence, judgement, attitude, character, and driver. It also includes his or her ability to learn and grow.'

Studies like the ground-breaking 1997 report 'The War for Talent' by McKinsey & Company, a global management consultant firm had that effect. McKinsey researchers Ed Michaels, Helen Handfield-Jones, and Beth Axelrod helped shed light on how the world defined talent, uniquely predicting that the crucial force that would make or break firms in the next two decades? A business or organizations ability to attract, develop, and retain A-Player mindsets at all levels. The timing and very concept of premium A-Players itself was revolutionary, ballsy at the very least and immediately garnered momentum by businesses across a spectrum of industries.

Don't get me wrong, today's winner-take-all corporate world demands talent above all else. With the advent of progressive Information Technology and the shift towards Artificial Intelligence, there is a continuous drive from businesses to mold employees into 'A-Players' and maximize efficiency. Around the globe, organizations endorse the A-Player culture; awarding higher pay brackets, empowering greater titles and freedom, showering these talent with greater attention and even fawning over them above all others. The distinction becomes only ominous when the rest of organization is reminded to get on the bus so to speak. From a magically elusive law or 'rule of crappy people', B and C Players are categorized weak and will ultimately - theoretically at least - become disillusioned and leave the organization.

Like every idea however, the proposed talent culture while implemented in a few organisations created a backlash of resistance. Harvard Business Review in April 2007 for example published an article titled 'The War for Talent is Back' authored by Robert Sutton who expressed that the report wasn't an evidence-based perspective. Sutton further addressed 5 lessons learnt beginning with "Superstars (in reference to A-Players) are Overrated." The Economist in March 2003 published an opinion by Jeffrey Pfeffer, a Professor at Stanford's Graduate School of Business, who argued, 'that the idea of focusing on "talent" diminishes teamwork, encourages arrogance, and creates self-fulfilling prophecies for those who receive the worst reviews.' Most alarmingly, Pfeffer notes, 'Companies that think they are winning the war on talent (also) think they are so full of smart people that they know everything!'

"You're on your own. And you know what you know. And you are the one who'll decide where to go." - Dr. Seuss

To think then, that it's taken some 20-years for this idea to even entrench itself in the South Pacific is testimony to how many have converted to the ideas argued by McKinsey. So have we become distracted with the search for premium talent? Does categorizing talent resolve the balance? When will effort, values, emotional intelligence, knowledge transfer and ethical behavior count, if ever? Honestly? I don't have a single clue.

I do know this though, especially concerning my beloved corner of the South Pacific. In the focus for talent we discover, we're long overdue for a complete overhaul over our existing tool box and pre-existing skills; a Pacific tool box we have treasured from a post-colonial era. If anything, the revised Pacific tool kit and skills required must above all, keep us as talent relevant and greatly contribute to this world we are already a part of.

Would this positive reinforcement help you as talent? Share your thoughts with me in the comment section below and if you've read this far, I'd like to connect with you here on LinkedIn. Vinaka (Thank You!)