Competition in a ‘flat’ world requires a well-rounded
talent pool or workforce. Organisations that wish to
compete in the flat world are bound to create enriching
workplace experiences and provide continuous learning
and development of knowledge and skills.</p>
Sixty-two young MBAs and CAs who were recruited by
Airtel last year from top campuses all over the country
were going through a three-day leadership workshop last
week. Interestingly, Airtel does not call them
management trainees but ‘young leaders’. These young
leaders go through a one-year training period, attached
to different kinds of functions across the country.
Nothing speeds up the transfer of knowledge and
know-how, or enhances individual development more than
quality, one-on-one dialogue between a person of
experience and a new kid on the block. Each young leader
in Airtel has a mentor and dedicated team in the
corporate office facilitating the learning and training
of the young leader.
It can be frustrating, particularly for talented
up-and-coming youngsters, if they are asked to wait
their turn before getting the opportunity to contribute
to important projects or initiatives in organisations.
This is not only demotivating but counter-productive to
performance as opportunities to contribute depend more
on tenure and pecking order than merit.
Airtel has created a fast-paced, merit-based growth path
for these young leaders that will help them make
significant contributions faster. The organisation sends
constant messages that they are creating the company’s
next generation of ideas, products and leaders through
the young leader programme. Most senior executives in
organisations say that talent management is one of their
foremost concerns. Yet, a majority of the business
leaders and human resources professionals interviewed in
a McKinsey study say that a lack of time and attention
from senior executives and line managers is one of the
principal barriers to managing talent effectively.
The empowered workforce of the next generation will
require monitoring and strategic talent decision-making.
To get the most from young leaders who are short of
experience, ambitious, virtually connected and prepared
to be authoritative on the job, organisations will have
to distribute leadership responsibilities throughout the
organisation. Any talent management programme for young
professionals should have the involvement of the top
leadership and strategic intent. It is much more than an
induction programme and goes way beyond an orientation
programme. Having a clear understanding of the kind of
talent that we want to nurture and the culture that one
needs to create would help as blueprints in assessing
talent. Airtel, for example, has a young leader profile
illustrating five competencies.
This framework helps in assessment and selection. It is
important foremost to believe that people are the
customer’s most important asset.
Written by Santhosh Babu
Published in The Financial Express: Saturday, March 31,
2007
