Capturing Talent & Managing It
In an age of virtual everything it is very easy to lose sight of the forest from the trees. Image is truly everything, but once the one carrying, or wearing, your corporate identity opens his or her mouth the business cycle begins … for better or worse. How many times have you been really captivated by an impressive graphics display on a site homepage only to be left hanging because nobody at the other end could respond to your emailed inquiry? Or when they did a week later it was all apologies and about their excuses – not your inquiry? What was the purpose then for senior management in setting the bait with this extravagant visual graphic design? How could they possibly not prioritize the most vital aspect of the sales cycle which is closing and generating revenues for their quarterly OI review? The answer to all of these questions lies with the manager who sets the roster. Ultimately, this failure in the chain of business belongs to senior management alone. Hypothetically, they neglect to watch the tapes after a big game where they were crushed by an opponent because it is just too painful to ponder. They usually accomplish this neglect through procrastination until the issue is irrelevant from a calendar perspective. Even worse, they ignore warning signs of trouble, or inefficiency beforehand, and will not substitute an employee because of personal or non-business related considerations. Thus, the crux of my point here that it is one thing to build a network, or net, but it is a far different function to capture revenues or fish. This latter consideration revolves around one and only one truth: Interpersonal Skills & Talent Oversight.
Professional sports teams hold drafts annually and spend millions of dollars in the pursuit of raw talent related to their respective games. In the world of Flexible Packaging and Converting employers typically promote from within or reach out to professional recruiters who in turn get paid if they bring in the right fish. Most companies will all collectively point to their successes in doing this dance. However, and with that said, at the end of the day this is a daunting and critical task because the playing field is crowded with average, not excellent. So like the NFL Draft, and trusting in their system of acquiring exceptional talent, they never really know what they’ve captured until long after all the preliminary precautions and screenings have faded from memory. Legal issues and corporate guidelines always hover over this playing field continuously. So much so that if a problem does arise where someone is found to be deficient or subpar to the task at hand – most companies will not act – until after an adequate case or pile of evidence is compiled that they could point to if said employee decided to sue them after being terminated. So what’s my point here, right? How could it possibly correlate to my overall theme? It’s a simple and straightforward answer to a very difficult and challenging reality facing most senior managers today: Don’t make the mistake of relying on PowerPoint presentations and Excel spread sheets for your overview. Screen your key people personally and face to face sporadically. Specifically, the guy or gal that you’ve put in charge of answering or responding to online inquiries on your state of the art web site. Let your key subordinates know that no function within the organization is beneath your watchful gaze.
To conclude, capturing talent to work for your organization is only one part of the task. Continuous and supportive oversight is the only straight road to developing these individuals to the top of their respective capabilities in any role within your company.