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| | The Human Resources: Recruiting, Hiring, and Staffing Network is not currently active and cannot accept new posts | | Growth Opportunities vs. Expanding the Talent Base | Views: 826 | | May 16, 2007 7:49 pm | | Growth Opportunities vs. Expanding the Talent Base | # | 
Tom Adam | | I'd like to hear the group's thoughts on a matter often on my mind. How does a company balance providing growth opportunities for existing employees with the need to upgrade and expand the talent base? Good companies will provide ways for employees to grow their careers through movement into other departments, other disciplines, etc. However, when you fill an open position with an existing employee there has been no net growth in the talent pool within the company; you have the same people, just in different roles. Yes, their old position needs to be backfilled, and that may very well be with an external candidate, but are we then simply playing a zero-sum game in that we're bringing in an employee with, at most, the same skill level as the person they're replacing? Private Reply to Tom Adam | | May 16, 2007 10:42 pm | | re: Growth Opportunities vs. Expanding the Talent Base | # | 
Jo Verde | | Hi Tom,
I think you raise a question that HR professionals have grappled with for many moons however in today’s buyers market(for resources) the issue is front and center.
More and more today, I see organizations hiring individuals not just for their current positions but where there has been the depth and breath of planning, organizations have looked at what the skill requirements will be to take organizations into the future, into a global market place, and positions organizations to meet their competition head on. There are a few companies who are known for their low turnover rate. Upon researching you will find that they have balanced personal and professional growth with strong career planning among other HR policies.
I might take issue with you on your statement of no net growth….. I think that by crossing internal organizational disciplines that the individual growth can be phenomenal. I once experienced transferring into a traditional “male“ classified job. One of the most rewarding and enlightening experiences for me in my career path. My job was backfilled with an external resource who brought their own set of competencies (over and above the required) to my previous job and continued to move things forward. So the organization accomplished what it set out to do. I grew in knowledge and experience, continued to be groomed, learned a different side of the business and a new candidate with fresh ideas was hired and increased the “pool”. A win/win for all parties. And the process begins all over again.
Natural attrition rates are forever. Force loss retention rates can be controlled and that’s a much bigger and costly facet of HR that organizations face today. My sense is that both career planning and succession planning are far more critical skills for HR professionals and the balancing act can only be optimized when HR is considered a strategic partner.
I am convinced that unless and until organizations look at every instrument in the HR orchestra ensuring they are all playing the same tune, no symphony will be heard.
Just my perspective…
Cheers,
Jo
Private Reply to Jo Verde | | May 20, 2007 9:00 pm | | re: Growth Opportunities vs. Expanding the Talent Base | # | 
Sam A | |
I would like to look at it from this perspective :
I would say that every role/job /oppurtunity requires certain level of competency(talent). How does it make a diff whether the person is external or internal as long as the competency level is met . Internal applicant shud also have shown some remarkable capability in the past to be considered for the role not just being in the system for x years . Tenure hardly assures talent.. but they say sometimes a known devil is better .
A company can always add strategic roles at various levels to accomodate any smart talent ...,u dont need to wait , if you know u 've met some one who'll surely add value ... :)
Cheers..
Sam
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