Managing talent on a global basis


If you have to continually deliver high value to stakeholders including associates, customer investors and society, then you must do things in the best way possible and that links up to innovation. And innovation essentially takes place in an environment of continuous learning. It is the responsibility of the organization to create an environment that is most conducive which in turn helps leadership to grow. Running an organization is about making sure that all the pieces work together and that is the fundamental tenet of leadership

Though everyone accepts the need to have a strong leadership pipeline, yet this is an ongoing struggle. Many organizations have stumbled from one initiative to another, from one competency model to another, from one process to another all desperately trying to find a way to cultivate their most important asset top talent.

One of the leading IT Companies in India is aiming to identify, empower, nurture and transform as many individuals into leaders as it can. The launch of its School of Leadership, as well as other leadership initiatives such as the full lifecycle leadership framework and web seminars involving distinguished and internationally faculty came about as part of their goal to strengthen leadership practices and its leadership pipeline.

Though the actual designing of system for managing talent on a global basis is usually done by the HR team, the CEO’S vision must anchor the effort to manage top talent.

The CEO is the chief role model of the organization. If the CEO is not an active participant in the process of leadership creation, then leadership simply will not happen.

The IT industry has also shown the way in the highly competitive practice of sourcing the ideas and talent from where they reside, irrespective of age or nationality. Today one needs to look at talent not in terms of “age” but in terms of competencies, experiences and business results that they have achieved to make themselves suitable for a role. In many technology organizations, such roles never have existed and therefore you choose people to fill the position based on potential to scale.

The new economy is filled with promise, and peril. In these exciting times those who are building new companies or leading change inside established companies enjoy unparalleled opportunities and encounter endless challenges in the form of leaders who will lead their organizations in the future. If you have to continually deliver high value to stakeholders including associates, customer investors and society, then you must do things in the best way possible and that links up to innovation. And innovation essentially takes place in an environment of continuous learning. It is the responsibility of the organization to create an environment that is most conducive which in turn helps leadership to grow. Running an organization is about making sure that all the pieces work together and that is the fundamental tenet of leadership

A growth leader is someone who accepts and embraces change; is interested and learns about other countries and cultures: stays at the cutting edge of technology; and someone who is extremely flexible and can move quickly with the fast pace of business.

Though everyone accepts the need to have a strong leadership pipeline, yet this is an ongoing struggle. Many organizations have stumbled from one initiative to another, from one competency model to another, from one process to another all desperately trying to find a way to cultivate their most important asset top talent.

A leading IT Company aims to identify, empower, nurture and transform as many individuals into leaders as it can. The launch of its School of Leadership, as well as other leadership initiatives such as the full lifecycle leadership framework and web seminars involving distinguished and internationally faculty came about as part of their goal to strengthen leadership practices and its leadership pipeline.

Though the actual designing of system for managing talent on a global basis is usually done by the HR team, the CEO’S vision must anchor the effort to manage top talent.

The CEO is the chief role model of the organization. If the CEO is not an active participant in the process of leadership creation, then leadership simply will not happen.

The IT industry has also shown the way in the highly competitive practice of sourcing the ideas and talent from where they reside, irrespective of age or nationality. Today one needs to look at talent not in terms of “age” but in terms of competencies, experiences and business results that they have achieved to make themselves suitable for a role. In many technology organizations, such roles never have existed and therefore you choose people to fill the position based on potential to scale.

The new economy is filled with promise, and peril. In these exciting times those who are building new companies or leading change inside established companies enjoy unparalleled opportunities and encounter endless challenges in the form of leaders who will lead their organizations in the future.


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