Bored of listening to cases about the lack of talent that exists?

Bored of listening to cases about the lack of talent that exists?

The talent exists but is there a need to think differently and more broadly about talent? If we want the debate to progress, there is a need to generate change.

Recently we have met two HRDs who have argued that it is becoming harder to recruit and retain great talent. We counter that the talent exists but there is a genuine need for boards to have new strategies, ideas and plans with which to engage and retain. We can all talk of the dangers of Brexit and the lack of great talent easily available but logic demands that new business strategies are developed and engaged to develop talent.

Since launching the campaign ‘Reinvention’ in April, we have had our eyes opened to the difficulties that many sports players – male and female – face as their careers come to an end. So many of us enjoy sports but so few of us really consider what happens after a career ends.

Few of us have also considered this group as a potential talent pool. It is. Sports players are still relatively young when they retire and many can contribute in a whole range of ways. Matt Dawson has been a great ambassador for Sodexo, championing both nutrition and health.
How many others could help other companies in a similar way?
How many of the retiring players could contribute to support charities or entrepreneurs or innovation. Many sports players could be exceptional champions of agendas and causes and yet there has been a disconnect in understanding. Many former players are in need to contribute and yet feel sidelined and forgotten.

In September, we are hosting a culinary competition that brings together teams of chefs, former sports players and employers in a fun, interactive evening to develop the dialogue. In October, New Zealand House are kindly hosting an evening reception between sports players and employers.

  • How many capable executives have simply lost their way and need a fresh start and inspiration – not just within Hospitality but beyond. There is a record of lawyers being successful in moving into Hospitality within management positions. There is talent that would enjoy engaging careers with Hospitality but it is in our hands to make the argument.
  • It is argued that young people are not as engaged with leaders as they were twenty years ago. The counter is that leaders are far less accessible. There is a direct correlation. We need – and have always needed – leaders to inspire. It is part of the role’s remit. It is a leader’s duty to sell the message and paint a vision. On the 20th September we are delighted to be hosting a Leadership Lecture with three great speakers sharing their experiences. This is targeted at the young and emerging.
  • Development budgets have been cut and yet most boards ask why isn’t talent breaking through?
  • There is clear evidence that the educational system has changed the psychological approach of the young towards work. There is work to be done in supporting the young as they enter the workplace.

Did you know that there are over 10,000 young people leaving the care system every year and struggling to enter the workplace? If we want talent, then we have work to do to engage and train/develop this talent group. Barnardo’s, the grand old Charity, is finding it harder and harder to engage the corporates that are also arguing about the lack of talent.

There are answers to the lack of talent but there is a need for a change in existing approaches and thinking. People are the greatest asset of the industry but don’t always attract the best budgets for development.

You want to debate the lack of talent? No problem, then come and contribute too.

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