Head hunting limits development of talent in South Africa

If everyone head hunted talent from other organisations the skills pool would never grow, and job-hopping individuals would not develop depth.

So argues Mpho Nkeli, Executive Director HR & BEE at Alexander Forbes. She also believes that, "Theres more to the talent war currently raging in South Africas corporations than just head hunting. Instead the focus should be on developing depth in all the stages of the talent cycle - from identifying, through developing, to retaining and promoting talent."

Companies winning this war have discovered some simple and not-so-surprising home truths about talent.   

Firstly, "There is no guaranteed that talent from outside will be immediately suitable to your own business. If companies grow their own talent properly they will have a much broader base of talent to choose from internally."

Secondly, Nkeli advises that, "Companies need to identify and polish their own rough diamonds. They shouldnt just cherry pick talent from other organisations."

"Eventually companies need to take a bet on their own people."

Thirdly, "It's also important to remember that talent happens at all levels in an organisation. Its not just about executive talent or leadership. Key to winning the talent battle is spotting where diamonds are beginning to shine and then developing them as far as they can go."

Finally, Nkeli is equally clear in her methodology for identifying talent internally.

"Review the results of various assessment exercises. Identify high performers. Pick people who already have an impact in activities outside of work."

Once this is done, it's important to recognise that not all talent is the same.

Nkeli observes that, "Some employees are leaders, some are good at finance, others are great in a team. Identifying different talent also allows you to recognise where people are weak and need development."

That said, "Loosing and replacing people is still part of the game."

Even so, "Talent managers need to distinguish between the general talent market and the 'market-of-one'. If another company decides that they want a particular person and are prepared to pay anything for them there is not a lot you can do. This is not a market related issue and not a reason to overhaul your talent development and retention system."

"The trick to survival is developing depth in identifying, developing and growing your own talent. That way you will always have your own supply.

"Even though you may loose a few of your stars along the way, you will develop a culture that grows people. Since personal development is the biggest draw card for real talent this also acts as the best way to attract talent to your organisation without having to head hunt."