Article: Stories from the trenches: CEO’s view on the unconventional talent models

Talent Management

Stories from the trenches: CEO’s view on the unconventional talent models

Unconventional talent models help create a healthy relationship based on trust and accountability.
Stories from the trenches: CEO’s view on the unconventional talent models

With changing times, organizations have adopted many internal and external changes that have led to an entirely new work environment. The more recent topics of discussion has been unconventional organizational structure and how these systems function without the subjugation of a hierarchical approach that had its roots deep in too many organizations. In an event held by People Matters, we learn from four ambitious professionals on how these structures have changed not just organizational functioning but talent models and employee satisfaction. The panel was led by the enthusiastic Ester Martinez - CEO & Editor-in-Chief - People Matters Media (Chair). Here is a quick recap of the sessions:


Hiring- Attracting talent

One of the major task and hot topic today, when we live in a cut-throat market for talent the most crucial agenda, is talent acquisition. Organisations are now focusing on attracting and engaging talent from the initial stages in order to build lasting relations. Sairee Chahal, Founder, and CEO, Sheroes states “Get candidates to spend a day in the organization to understand job roles and how exactly the work environment functions. Getting new recruits to attend a meeting or two gives them a picture of how teams function and the vibe of the company.” Building a culture that has diverse workforce attracts talent as millennials hold high regards for organizations that has a mix of culture and balances harmony internally.

“There are two types of uncertainty in hiring: Skills and culture fit. If there is culture uncertainty, it becomes challenging to manage” states Nikhil Arora, VP, and MD, GoDaddy. Skills can be developed, or an employee can be trained to improvise a specific set of skills. However, culture cannot be taught it has to be incorporated. Organisations need to develop a diverse culture that would be comfortable for all to establish a sense of trust. Once trust and loyalty are established it is easy to build brand ambassadors and get referrals from employees. This easies the hiring process and maintaining a balance between skills and diverse culture is simplified.

Performance management

“Honesty and purity in inputs without worrying about the outcome has to be the primary focus for an organization” states Gazal Kalra, Co-founder, Rivigo. It is easy to find employees enthusiastic in the very beginning of an interview what organizations must identify is if the enthusiasm will last throughout the journey. Once the context has been set and informed to employees, it is essential to focus on inputs from your team members. Amit Singh, Co-founder, Shuttl states “As humans, we are not rational we rationalize. It is crucial to set the context of appraisal right and based on parameters that drive efficiency and not performance. Encourage innovation and inputs that might be unconventional and do not fear the outcome. Gazal states “Start measuring productivity, not in time but the energy that has been invested.”

Create accountability

When a recruit joins an organization, they are unaware of the policies and work environment and hence, it becomes difficult to adjust and adapt to the environment. However, if there are pre-training programmes or pre-recruitment programmes that give them a tour of the organization and lets them interact with the management and other team members it builds a sense of accountability towards the organization. Employees now look forward to work with organizations that take responsibility for their actions. It is essential, to be honest, and inform the employees about their job roles and responsibility along with the organizational culture and work practices that are followed. When an organization is open in conversing and upfront about their workforce and culture it helps unlock personal gratification and makes it easy to build healthy relationships. 

End of the ay the most critical asset for an organization is the workforce, and it is crucial to maintain the right balance between employees and the management. Just like Amit states, “Keep coming up with problem statements that eventually lead to the same goal.” An organization that is focused on employee development and lets them explore and be innovate concerning each activity is bound to succeed. Just like repeating a task will lead to becoming expert questioning methods and practices will evolve into alternative practices yet the results would be amplified.

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Topics: Talent Management, #TechHR2018, #Hiring

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