 "Align goals with vision")
The demand for talent will never fizzle out. For some time now, organisations have been making genuine efforts to attend to the needs of their teams that make up their talent reservoir in the same way they endeavour to achieve organisational goals and vision.
The synergy between individuals and their respective organisations is the basic prerequisite in this relevance - harmony between the two is a catalyst in achieving the envisioned. A leader is the link that ensures the two are aligned with each other and thus complementing each other's progress. While getting onboard the organisational deck, an individual brings along his share of professional aspirations. The best outcome is achieved when these aspirations run parallel to the organisational goals.
This can be ensured by gauging a new hire's career objectives at the time of taking them in. Once the individual knows that the ecosystem and his aspirations have a genuine congruence, he gives his best and blooms professionally. Incoming teams should understand the culture of the company and should be on the same page as far as the bigger picture is concerned.
At Welingkar, it has been our endeavour to bring out the best in all our team members. We support their aspirations and give them relevant exposures, projects and assignments that are catalytic to their growth. This not only helps them strengthen their mettle but also helps grow the management's confidence in them and unfolds wonderful results most of the times.
We have a global citizen leadership programme in place. Team members are mentored and trained in their chosen areas, even sent for training programmes at home and abroad, which contribute to their professional enrichment. In such cases, the professional development of the individual percolates down the entire set-up and both gain in the process. Further, this supports our goal of producing a team of world-class leaders and managers that can get into leadership roles with ease irrespective of their geographies.
In an innovation ecosystem, cross-disciplinary teams cutting across cliques and tags work on projects of their choice. This gives them scope to follow their own pursuits and realise their professional aspirations. Such an environment fosters passion - and passion for one's work/profession is known to blur the line between personal and professional to a positive end. And a collaborative ecosystem breeds brilliance, ingenuity and true innovation.
Faith in the competencies and integrity of the workers is another important element in building an enabling culture. It goes a long way in fostering a culture of trust and begets desirable results. At Welingkar, we do not question out team mates' integrity - they are aware of what is expected of them, and there exists a system of checks and balances to ensure the trust is not abused by any individual. We ensure that reprimand is always private and praise is public.
Another factor to be kept in mind while hiring talent is diversity. A diverse team brings a wide range of perspectives, experiences and attitudes to the table, thereby generating unique dynamics that is more wide-ranging in its scope, breadth and depth, and thus better equipped to tackle complex problems and challenges.
A diverse team also adds to individual professional enhancement. Our teams are made up of individuals with diverse backgrounds, professional exposures and areas of expertise. Each contribute immensely to the team as whole and are passionate about their role in the set up. Each one is valued; driven only by performance energy, agility, innovation and relevancy.
Taking diversity a step further, as a team, we do not follow the conventional hierarchical structure when it comes to being open to, and promoting, new ideas. There are platforms in place where teams can openly share their ideas, feedback and creative suggestions for problem-solving.
However, divergence in perspectives may at times result in conflicts and we have a well designated team to defuse these at the earliest. It has been an organisation-wide plan for resolving workplace conflicts amicably.
Our ecosystem is more like a large family, where individuals are respected for what they bring to the table. We are interested in every individual team member's aspirations and growth, and make sure they are put in roles and teams where they can best contribute to the organisation and grow professionally. We have a genuine concern in their well being and growth and it has always been reciprocated. We try to nurture their innate talent, engage them and integrate them into the culture of the organisation.
Each organisation has some beliefs and themes they are passionate about, lending uniqueness to them. For instance, our set up is drawn to entrepreneurship, inclusive growth, innovation and design thinking. These in turn draw us to talent who see these same qualities as their driving force.
A case in point is Professor Kaustubh Dhargalkar. He had been an entrepreneur with three companies under him; but that limited his circle of influence to around 70. His ambition to spark the same entrepreneurial spirit in many more drew him to Welingkar. His mentorship has produced a number of successful entrepreneurs - some of them have been acknowledged internationally for their initiatives. Dhargalkar has been advisor to many reputed organisations and as an expert in this field, he is a regular visitor to renowned institutes worldwide.
Every company that manages to attract and retain the best talent is a company where organisational goals and individual development have become inextricably entwined.
The synergy between individuals and their respective organisations is the basic prerequisite in this relevance - harmony between the two is a catalyst in achieving the envisioned. A leader is the link that ensures the two are aligned with each other and thus complementing each other's progress. While getting onboard the organisational deck, an individual brings along his share of professional aspirations. The best outcome is achieved when these aspirations run parallel to the organisational goals.
This can be ensured by gauging a new hire's career objectives at the time of taking them in. Once the individual knows that the ecosystem and his aspirations have a genuine congruence, he gives his best and blooms professionally. Incoming teams should understand the culture of the company and should be on the same page as far as the bigger picture is concerned.
At Welingkar, it has been our endeavour to bring out the best in all our team members. We support their aspirations and give them relevant exposures, projects and assignments that are catalytic to their growth. This not only helps them strengthen their mettle but also helps grow the management's confidence in them and unfolds wonderful results most of the times.
We have a global citizen leadership programme in place. Team members are mentored and trained in their chosen areas, even sent for training programmes at home and abroad, which contribute to their professional enrichment. In such cases, the professional development of the individual percolates down the entire set-up and both gain in the process. Further, this supports our goal of producing a team of world-class leaders and managers that can get into leadership roles with ease irrespective of their geographies.
In an innovation ecosystem, cross-disciplinary teams cutting across cliques and tags work on projects of their choice. This gives them scope to follow their own pursuits and realise their professional aspirations. Such an environment fosters passion - and passion for one's work/profession is known to blur the line between personal and professional to a positive end. And a collaborative ecosystem breeds brilliance, ingenuity and true innovation.
Faith in the competencies and integrity of the workers is another important element in building an enabling culture. It goes a long way in fostering a culture of trust and begets desirable results. At Welingkar, we do not question out team mates' integrity - they are aware of what is expected of them, and there exists a system of checks and balances to ensure the trust is not abused by any individual. We ensure that reprimand is always private and praise is public.
Another factor to be kept in mind while hiring talent is diversity. A diverse team brings a wide range of perspectives, experiences and attitudes to the table, thereby generating unique dynamics that is more wide-ranging in its scope, breadth and depth, and thus better equipped to tackle complex problems and challenges.
A diverse team also adds to individual professional enhancement. Our teams are made up of individuals with diverse backgrounds, professional exposures and areas of expertise. Each contribute immensely to the team as whole and are passionate about their role in the set up. Each one is valued; driven only by performance energy, agility, innovation and relevancy.
Taking diversity a step further, as a team, we do not follow the conventional hierarchical structure when it comes to being open to, and promoting, new ideas. There are platforms in place where teams can openly share their ideas, feedback and creative suggestions for problem-solving.
However, divergence in perspectives may at times result in conflicts and we have a well designated team to defuse these at the earliest. It has been an organisation-wide plan for resolving workplace conflicts amicably.
Our ecosystem is more like a large family, where individuals are respected for what they bring to the table. We are interested in every individual team member's aspirations and growth, and make sure they are put in roles and teams where they can best contribute to the organisation and grow professionally. We have a genuine concern in their well being and growth and it has always been reciprocated. We try to nurture their innate talent, engage them and integrate them into the culture of the organisation.
Each organisation has some beliefs and themes they are passionate about, lending uniqueness to them. For instance, our set up is drawn to entrepreneurship, inclusive growth, innovation and design thinking. These in turn draw us to talent who see these same qualities as their driving force.
A case in point is Professor Kaustubh Dhargalkar. He had been an entrepreneur with three companies under him; but that limited his circle of influence to around 70. His ambition to spark the same entrepreneurial spirit in many more drew him to Welingkar. His mentorship has produced a number of successful entrepreneurs - some of them have been acknowledged internationally for their initiatives. Dhargalkar has been advisor to many reputed organisations and as an expert in this field, he is a regular visitor to renowned institutes worldwide.
Every company that manages to attract and retain the best talent is a company where organisational goals and individual development have become inextricably entwined.
Uday Salunkhe
Group Director, Welingkar Institute of Management Development & Research