In the business world it seems that all is said, and it is almost impossible to invent anything. However, there are procedures that everyone's talking about, although the outcome of their application is not perceived in the big market. These actions we highlight encourage investment in talent to form a highly qualified and competent human capital. But how many companies adopt a viable policy to foster talent? Or rather, do companies do enough to nurture talent?
If a company seeks to maximize competitiveness, and promote competition among employees, in addition to encouraging the development of knowledge in the professional sector, it must open the doors to the skilled professionals who are already on the market that perform even in unsuitable conditions to render properly, instead of concentrating efforts exclusively on attracting new talents to form a team of efficient work.
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The big problem we have in the performance of talent is investing considerable effort and resources in seeking new values to the detriment of those who are already active in the market. Companies assume policies to attract people who may be the best in their professional future, instead of giving chance to those areas that have already made the first learning cycle: work on the ground. The possibility of using those who have reached professional maturity and have demonstrated a high level of production and have proven ability to manage multidisciplinary tasks, however, is forgotten or simply ignored by large companies.
The strategy to harness the talent should be based on an overall objective, nonlocal. It is a mistake to try to favor only possible future geniuses locally and not to open the doors to a more diverse base, where cultural diversity and different ways of perceiving the procedures can help competition or increase the final level of considerably. It is absurd to think that the local value has higher priority, because in reality talent has no borders, race or language, is a universal concept that can be performed anywhere, field or industry, without losing the competence or the ability to meet the new challenges.
On the other hand, companies must change their policies to attract talent. So far, they have always valued most those who have started below and have reached the top of any profession, because apparently it is better disseminated a story about someone who starts in the lowest part of the company and becomes president through the years. However, the administration of merit has nothing to do with talent, therefore, how to get bright minds come to a business is the supply and improving the work environment, providing security learning and deploying a realistic continuity plan.
Encouraging talent is not a process of a few days or a few months. Training professionals for a while and then abandon them to their fate is like not doing anything. Therefore it is important that there are assurances that the process will be such that people can achieve stability chosen profession, either in the same company or elsewhere. In the end what this allows is that competitiveness grows, increasing production and quality to achieve the excellence we all expect.