Managing talent for competitive advantage – this is a sentiment that resonates in every organization as people are its most valuable resource. So when the first HR Confluence 2012 addressed this very issue, it was bound to generate a huge interest among industry experts as well as budding managers.
The discussions of HR Confluence 2012- Managing talent for competitive advantage revolved around three major themes which addressed the central idea in phases. These were talent spotting, talent retention and talent development. The main objective of the event was to provide insights into the plurality of perspectives on talent management. Also, the factors affecting the adoption and formulation of talent management strategy tailor-made to meet specific local needs and context of an organization were discussed.
In a fiercely competitive environment, how do companies identify the right talent from the same employee pool, especially with the shrinking percentage of employable people? The discussions on talent spotting addressed this very dilemma. Acquiring the right talent is just a part of the problem organizations face. How to retain it seems to be the bigger issue as talent retention is easier said than done. More importantly, how can companies best plan, select and implement development strategies for the entire talent pool to ensure that the organization has both the current and future supply of talent to meet their strategic objectives? Talent development plays a crucial role in every organization for this very reason.
To address these issues on talent management, the HR Confluence 2012 witnessed HR practitioners from prominent companies in both public and private sectors such as SAIL, TVS, Renault-Nissan, Deloitte, L&T, Essar Oil Ltd., Balco and Carwale. From elucidating the concept of employee management using ’The Mahabharata’ to stressing on the need for companies to recruit individuals not just for their skills rather for the principles they carry, each speaker brilliantly put their thoughts forward. The common thread present in their speech was the cardinal principle – ‘People are important’.
The ideas exchange that took place during the entire event was immense. The queries put forward by the students, inquisitive to know about the real-time business scenarios, were received with equal enthusiasm by the speakers. By providing the practitioner’s perspective on the questions raised, the experts helped the student panelists gain a better understanding of the realities faced by organizations. This is what ultimately resulted in the success of the inaugural chapter of HR Confluence paving the way to its second chapter in August 2013.
Every organization spends a great deal of resources in recruiting and training its ‘talent’. Hence, it is relevant to discuss issues that deal with recruiting, developing and retaining people. However, there is much more to this story. Strategic recruiting and employee branding are equally essential for the long term sustainability of an organization. This is what the upcoming HR Confluence 2013 aims to address. Let’s see it take forward the success story of 2012 this year to a whole new level.