Managing Talent crisis
Talent is the most difficult thing to find these days. Companies are lucky if they are able to get good talents, but even greater challenge is to retain the talents.
In my interaction with several companies, mainly IT Captive companies, I found that there are qualified and good teams doing jobs which are below their calibre. They were probably recruited with high salaries just because the companies had more money to spend on staffing and no one wanted to take chances with sub standard staff. Going forward, such a precaution becomes an issue for companies who find difficult to excite these talented staff with more complex and challenging work. Attrition becomes common and the exercise to refill the position with the same kind of talent again starts.
“ Talent is the most difficult thing to find these days. “
In my own understanding, most of the IT work is repetitive and routine and does not require high level talented people. The job, once streamlined can be carried out by teams with basic skills and robust processes. It is also seen that a lot of new development activities ends up with standard and routine maintenance activities, thereby leading to dissatisfaction amongst the talents who are capable to keep their value higher than what is being derived out of them.
The conclusion I have derived out of several months of similar experience is that it is always better to separate maintenance and development activities. While maintenance can be managed by process oriented standard skills, the development can be done by those who are better qualified and experienced for such work. It is also essential to keep doing the job audit to understand if the skills at play are adequate for the jobs being carried out or there is a mismatch. Correcting the mismatch and a distinct maintenance and development teams would help lower attrition and lead to better employee satisfaction.
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