Dear Sujan Roy,
What you have written is correct however, your post misses one important thing and it is about organisational performance. Talent Management or Talent Profiling or as simple as your recruitment standards should be designed on the performance that your company wishes to achieve. Example of organisational performance are:
a) We wanted to elevate Inventory Turnover Ratio (ITR) from _____ to _____.
b) We wanted to increase Account Receivable Turnover Ratio (ARTR) from ____ to _____
c) We wanted to improve Customer Satisfaction Index from ____ to ____
d) We wanted to reduce per shift energy consumption from _____ to _____
If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness.
Let me give little different example but context is same. Recently interview of Mr Arun Jain, Found CEO of Polaris was published in the "
Business Line". The headline of the interview read "
It’s important to pay well to get top talent". He has blamed poor talent for his company's inability to catch with IT bigwigs like Wipro, Infosys etc. It took twenty years for him to understand his mistake. Not that Polaris did not have KRAs for their employees. However, focus was
on employees and
not on where organisation wanted to go.
Many companies have budget for their employee cost. Based on this cost, the recruitment and selection is done. Based on the person's on board, the KRAs are set because the everybody knows that the it would be beyond the scope of available manpower to attain stellar performance like big companies.
Thanks,
Dinesh Divekar