Unlocking Human Power: A new talent war rages as hiring picks up

Dubai: As business is picking up across the region post the global financial crisis, organisations are expanding their business and recruiting again. And familiar terms from the past are showing back up, including "The War for Talent".

Are we experiencing the same old war for talent that we have been hearing of for years?

In reality, the talent war never stopped. But just as in any war, it comprises battles — and a new battle is raging. First, there was the corporate battle to find and lure talented employees to join their company.

Unfortunately during this battle, some very poor hires were made and payrolls were shackled with inflated salaries. Then during the global financial crisis the battle became for employees to land a new job in the midst of corporate reductions in force, while organisations became more rigorous in their selection to fill their few open positions.

New battle

Now, we are facing a new battle — the battle by corporates to keep their talented employees as hiring activity is on the rise again.

During this current battle to retain employees, many disgruntled employees are making themselves available for new opportunities, and are openly sharing their intent to switch employers.

Best people at a premium

In difficult markets the need for the best people is at an even greater premium than during the boom. Organisations need to be conscious not to fall back into the costly "pay game" as good employees in active sectors will be getting multiple offers.

This battle is not about finding and luring new employees, it is about keeping the ones you have. So, if you don't have a retention process that impresses the best you won't keep the best. Beware that your top talent will always be targeted so look after them.

If you want to win this battle and potentially the Talent War, you need to focus on the following areas:

Company: Employees desire a strong company brand that they are proud to tell others they work for.

Customer Focus: Employees want to be freed to serve the customers and recognised for delivering outstanding service.

Senior Leadership: Employees are inspired by a clear picture of the direction the company is moving towards and by their confidence in their leader.

Direct Manager: Employees perform best when receiving clear expectations, feedback, opportunity to improve and motivation.

Connected to Others: Employees desire to be treated fairly and feel a part of the organisation.

Career Opportunities: Employees need to get the feedback necessary to improve in their role and be satisfied with future career opportunities.

Communication: Employees want to receive open and two-way honest communication.

Although all of these points are vital to winning this talent battle and retaining your best employees, there is one that deserves double attention — Direct Manager. It is true that employees join companies and leave managers.

As the job market heats back up, the line manager is the glue to retain the workforce, as they are the day-to-day connection with the company. Of course pay is a factor, but unless the offers are outrageously inflated as prevailed during the boom, research and experience supports the reality that the quality of line manager is central to employee retention and daily performance. So, in your organisation what is the line manager's "mission" to win this battle and ultimately drive performance?

In military practice, the officers on the battle line receive missions that are designed to contribute to success in the battle. Why don't you give this practice a try and give your managers on the front line a "mission" to practice particular managerial actions that are proven to impact retention.

These would include setting and communicating clear expectations of what the workforce is to accomplish, monitoring the work, providing constructive feedback on how to be better, and recognition of good work. Just as troops in the midst of a heavy battle need inspiration, so do employees — every manager should give attention to being inspirational.

If you are not careful in this battle, in the next one you will again get caught in the crossfire of trying to find and lure new employees to your organisation as you rebuild your workforce. And it does not take much to remember how costly that battle was.

The writer is Vice-President of Leadership Solution at Kenexa.