Sprinting to Greatness: Talent Management Lessons from Jamaica’s MVP Track Club

Jamaica is renowned for creating global superstars in athletics despite resource challenges. Initially, these athletes would leave Jamaica to acquire training and development in more advanced nations. However, in the late 90s, armed with an idea, the Maximising Velocity and Power Track and Field Club (MVP) was formed to offer athletes an opportunity for local development. A few people thought that the founders of MVP were crazy. Why would an athlete choose to stay in Jamaica for their development? With time, MVP proved that the crazy idea was viable as their athletes broke records and won medals on the global stage. This piqued my interest in talent management. Could businesses learn talent management lessons from sports and win the war for talent? This article explores how businesses, particularly SMEs, can apply talent management lessons from the world of athletics to win the war for talent. By examining the success story of Jamaica's MVP Track Club, we uncover seven key strategies:

1.????? Developing a strategic recruitment approach

2.????? Refining selection processes

3.????? Building the right team

4.????? Investing in employee development

5.????? Fostering authentic relationships

6.????? Creating an optimal work environment

7.????? Leveraging talent investment for brand storytelling

These strategies can help businesses identify, develop, and retain top talent, even when competing against larger, better-resourced organizations.

What is Talent Management?

There are multiple definitions of talent management. To ensure that we are on the same page, for this paper, I will use a scholarly definition to define the concept. Talent Management is

“aimed at the systematic attraction, identification, development, engagement/retention and deployment of high potential and high performing employees, to fill in key positions which have significant influence on organization’s sustainable competitive advantage.” [1]

If we break down the elements of this definition it suggests that the organization is firstly aware of the key positions it needs to fill. Additionally, a talent management plan should also exist which defines talent and considers how the company will attract, develop, engage and retain people. This plan should be methodically followed. It starts with developing your talent pipeline.

The Jamaican Athlete Talent Pipeline

In Jamaica there is an annual athletic championships at the primary, preparatory and high school levels. However, it is at the high school level at ‘Champs’ that identification of talent, specifically students that have the potential to grow in the sports begin. It represents Jamaica’s talent pool which is essentially a database of individuals with the right skills and experience to fill future roles in athletics. Although, Jamaica has always had a talent pool, about 25 years ago, the ‘most talented’ athletes didn’t choose to stay in Jamaica for their training and development. International scouts come to identify and attract high-calibre athletes who can be developed at international institutions. For every problem, there is a solution. The founders of MVP came up with a ‘crazy’ idea. They thought, what if we were able to provide a Jamaican option for post-high school track and field training? This required a strategy to combat the war for talent.

The war for talent is an intense competition among organizations to attract and retain top-skilled individuals in the labor market. MVP was a small unknown club in 1999, with little resources, less developed infrastructure and amenities competing with clubs and institutions with more resources. How will MVP win this war?

The MVP Strategy: Identifying Hidden Gems

MVP acknowledged that it would be challenging to attract the obvious superstars from ‘Champs’. ?The founders had to get innovative [2]. The MVP Track Club’s strategic approach included:

1. Developing their strategic intent. The MVP Track Club had a vision and a distinctive mission.
2. Identifying, targeting and developing non-superstar athletes i.e. not the athlete scouts would recruit.
3. Researching what it would take to train international athletes.
4. Establishing relationships with international entities involved in the world of athletics.
5. Investing in professional development as all founders had to become certified as IAAF officials or IAAF coaches
6. Partnering with the University of Technology (Utech) which provided ?education, accommodation and training facilities for athletes
7. Committing significant personal financial resources to this vision

MVP executed their strategy and recruited Brigette Foster-Hylton as its first athlete. Within a year she qualifies for the final in 100m hurdles. In 2001 an athlete who won no races at champs, and didn’t even make a Champs was the second person to join MVP. This was Asafa Powell who by 2005 was breaking world records. This was a significant for MVP who since then has identified and developed global superstars such as Melaine Walker, Shelly-Ann Fraser-Pryce, Elaine Thompson-Herah, Tajay Gayle and recently Kishane Thompson. This list is by no means exhaustive.

Can businesses, especially small and medium-sized enterprises (SMEs) win the war for talent against global competition with a strategic talent management approach? Questions which are raised from the MVP story include:

1. Do we need to reconceptualize how we define talent?
2. How are we increasing branding by demonstrating that we are running a successful business?
3. Do we have a talent management strategy?
4. How can we develop an eye for talent?

There are clearly lessons that SMEs can learn from MVP.

Lessons Businesses Can Learn from the MVP Story

• Lesson 1: Develop a recruitment strategy

A key input in developing a recruitment strategy is defining what talent means to the company and identifying the talent philosophy. MVP demonstrated that it is possible to look beyond the more popular definition of talent being ‘the best and brightest’ and still reap success. This requires the willingness to develop our people. What is your talent philosophy? Is it to buy talent versus building talent? Here in Jamaica, we tend to want to buy talent as opposed to building it. If MVP, short on resources, was able to develop world-class athletes, is that the direction that we should be heading into? Having an eye for persons that exhibit potential and being willing to develop them to greatness?

SME Application: SMEs can focus on identifying potential rather than established talent, allowing them to develop employees who align with their unique culture and needs.

• Lesson 2: Examine your selection processes

What are the key elements of your selection process? Is it structured? Is the person taking the lead equipped to do so? The Coaches at MVP clearly have an eye for talent. Do your leaders or the persons responsible for recruitment and selection have the eye to spot potential? Are you able to look beyond the qualifications to ensure that candidates have the right attitude? Identifying the right person for your organization is key.

SME Application: With limited resources, it's crucial for SMEs to refine their hiring processes to identify candidates with the right attitude and potential, not just qualifications.

• Lesson 3: Acquire the right team

Whilst the athletes are the stars of the show, they wouldn’t reach their potential without the supporting cast. It is therefore critical to examine the approach to developing a winning team. One size does not fit all in talent strategy. Yes, MVP chose to develop non-star athletes, but at the end of the day, they also recognized the importance of having top-notch coaches. The goal at MVP then and now, is to “prove that Jamaican athletes, with Jamaican coaches, Jamaican facilities and Jamaican management, could be the very best in the world of Athletics.” [2]

SME Application: SMEs can create a competitive advantage by ensuring every team member, from support staff to leadership, is high-quality and aligned with the company's mission.

• Lesson 4: Invest in Employee Development

Employee development is key. Training, mentoring, and coaching are not just buzzwords; they're essential practices we need to implement. These are things that individuals expect in their careers.

SME Application: By investing in training and development, SMEs can build loyalty and skills, potentially reducing turnover and increasing productivity

• Lesson 5: Build authentic relationships

At the end of the race, who does the athlete thank first? One line you can always listen out for is “I did what coach told me to do”. If I didn’t trust the coach, I would do what I want to do. Following the guidance of the coach begets trust and respect. We have to able to build authentic relationships with our people.

SME Application: In smaller organizations, strong relationships between leadership and employees can foster a culture of trust and high performance.

• Lesson 6: Create the Right Environment

MVP has a great story, but they've faced challenges in retaining talent. Some of their top athletes have left for other clubs at the pinnacle of their career. This presents an opportunity to examine the environment, ensuring that it is one where egos are left at the door and talent can continuously grow and flourish.

• Lesson 7: Let Your Investment Tell Your Story

MVP was able to compete with global giants because of the success of the individuals they developed. If you invest in your people, they will tell your story for you. Your investment in talent management becomes your brand story.

Conclusion

The success of Jamaica's MVP track club demonstrates that with the right talent management strategy, even smaller organizations can compete on a global stage. By focusing on identifying potential, developing talent, building the right team, and creating an environment for success, businesses of all sizes can sprint ahead in the race for talent. As a CEO or HR practitioner, your challenge is to become the MVP of talent management in your industry. Will you show up as the talent management MVP? How do you show up? Start by examining your current practices:

1.????? How do you define and identify talent?

2.????? What is your strategy for attracting and developing potential?

3.????? How are you creating an environment that nurtures and retains top performers?

Remember, in the world of business, as in athletics, success often comes not from having the most resources, but from making the most of the resources you have. Your investment in talent management today will shape your organization's success tomorrow. Are you ready to take your talent management strategy to the next level?

References

1. Gallardo-Gallardo, Eva and Marian Thunnissen. 2016. "Standing on the Shoulders of Giants? A Critical Review of Empirical Talent Management Research." Employee Relations 38 (1): 31-56. doi:https://dx.doi.org/10.1108/ER-10-2015-0194.
2. About – MVP – Maximising Velocity & Power Track and Field Club. N.d. Accessed August 11, 2024. https://mvptrackclub.com/about/

Yolande Hylton is the Managing Director of Hylton Insights, an HR Consultancy Firm with a mandate to guide businesses from the transactional to the transformational HR realm, thereby enhancing individual and organizational performance. For inquiries or to learn more, you can reach out to [email protected] or visit www.hyltoninsights.com