Think Talent Series
Helping Relationships A Learning Ladder to Organizational Success
Part I: The Current Talent Market
May 2013
Background & Purpose Of Rolling Out
The Series
 Organizations today are going through significant and accelerated change largely driven by
economic revolution, technological advancement and demographic changes. These changes
are influencing the way people work, the way companies are organized and talents managed.
It calls for continuous learning and sharing of knowledge and skills.
 The role of Helping Relationships like Coaching, Mentoring, Counseling comes in here, all of
which aim for development towards ‘Where We Are Now(current state) To Where We Want
To Be(Excellence).’ They are largely used by organizations across the globe today and have
become the essential elements for modern managerial practice to unleash the optimum
potential of the current and future leaders of the organizations. They help inspire and
empower people, build commitment, grow talent and promote success.
 However, there exists a thin line differentiating the helping relationships from each other in
their process, impact and purpose. One needs different skills to deal with each of the
processes effectively .
Purpose:
Think Talent presents a series on various Helping Relationships which are
frequently used in organizations across the globe and in India. It also focuses on their
differentiating factors and successful implementation.
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Part I: The Current Talent Market
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Challenge In The Leadership Pipeline Implications
#1
 With the reduced growth rates the challenge of senior leadership is more around
creating value with limited resources, consolidating, stabilizing the business,
forging alliances and exploring different geographies /businesses to find out the
next growth curve. All of these demands strong leadership capability from mid to
senior level. This currently being a deficit can adversely impact future economy
and business climate.
#2
 Unprepared/moderately prepared mid to senior leaders if not become aware and
fully developed may breed the next generation of leaders with poor leadership
capability thus downgrading the complete leadership standards of the industry
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Challenge In The Leadership Pipeline
 54% business leaders cite gaps in their leadership pipeline as one of their
critical obstacles to growth
 Confidence in mid-level managers has declined from 66% in 2010 to 49% in
2012. Perception around weakening of the current and potential senior
leaders is becoming stronger
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Challenge In The Leadership Pipeline
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Talent Challenges: Implications
#3
 Mismatch of optimum level of qualification/preparedness for specific roles
create a possibility of boredom or burnout. As a result it hampers the creative
energy within the organization resulting in underperformance in the innovation
area, inability to retain and nurture bright talent and spawning of
entrepreneurial outfits
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Talent Challenges
1
Rapid Business Change,
Disruptive Competition
2
Escalating War for Talent,
Competition for External Skills
making employee retention,
engagement, branding, and
passive candidate recruitment
more important than ever
Geographic Shifts in
opportunities and skills sets
6
New Leadership Models and
Capabilities with a focus on
action orientation, creativity
and relentless client interaction
5
Flatter Organizations, Cultural
Diversity Team Model for Work
New Roles, Specializations
and Talent Differentiation
3
4
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Supply For The
Talent Decreases By 15%
According to a study done by McKinsey & Co.
while the younger population is coming in, the
supply for the key talent is going to decline by
15 % and the demand for that talent will
increase by 25%
- (Denver Business Journal)
Demand For Key
Talent Increases By 25%
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The Youth Vs Tenured: Implications
#4
 In places like India having the largest youth working population and which is
aspirational, demanding, tech-savy needs to be nurtured and channelized
meaningfully by the senior generations that in itself is secure, mature and
confident. This mutual development of different generations should happen
simultaneously; else the much touted population dividend will not yield any
benefit. Instead, it will result in India being a consolidation or maintenance by the
foreign investors/organizations
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Talent Scenario In India
 According to Randstad India's global Workmonitor Survey 2012, Indian employers
have trouble finding highly qualified people and this trend is to continue for the
next three years as the economy is showing signs of reforms. 65% respondents
predict a challenge to find highly qualified people in their respective organisations,
much higher than the world average of 48%.
 India has the largest youth market in the world who expects competitive
compensation, professional development, fast-track career opportunities, mobility
options and work-life balance.
 Employee attrition in India is high due to strong
competition for talent and inexperienced leadership.
 Enhancing Capability Development has been found to be
the major focus area for improving the level of
productivity in India
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Talent Characteristics – Youth Vs Tenured
Working Population In Their 20’s
Technology
Savvy
Working Population In Their 50’s
Multi - Tasking
Knowledge
Experience
Business Acumen
Collaboration
 How do you enable the exchange of knowledge, skills and experience?
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Enters Helping Relationships!
 Current Challenge of HR and
Business Leaders would be to
make different generation live
harmoniously and leverage each
other to contribute meaningfully
to the organizations. That’s
where Helping and Developing
Relationships like Mentoring and
Coaching comes into the picture.
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Mentoring & Coaching At The Top
 In the journey to the top management ladder, around 80% of the CEOs ascribe the
receipt of a large part of their learning and support from having being mentored. In
their first 10 years or so of organizational life they have been grateful of learning
through such helping relationships recognizing it as a gift between generations
 Helping relationships such as Mentoring and Coaching have become major
instruments for promoting diversity and equal opportunities at all levels. Companies
have become increasingly involved in mentoring within the broader community and
manager at the top have had to rethink their own attitudes to learning
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But Helping Relationships Are
Complex Human Interventions……
“ To live is to change , and to be perfect is to have changed often”
- John Henry Newman
John Henry Newman CO, also referred to as Cardinal Newman and the Blessed John Henry Newman, was an important figure in the religious
history of England in the 19th century.
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The Way Forward
Helping Relationships: A Learning Ladder To
Organizational Success (Think Talent Series): Part II
The Up-rise Of The Popular Helping
Relationships In Organizations
Differentiating the thin line between the
popular and established helping
relationships
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Thinking Ahead!
 How can established helping relationships contribute
meaningfully to leverage the power of different working
population at work place?
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References
 White paper on The Future of Talent Management By Oracle
http://www.oracle.com/us/media1/future-talent-mgmt-change-drivers-1676642.pdf
 Report On Predictions for 2013: Corporate Talent, Leadership and HR—Nexus of
Global Forces Drives New Models for Talent By Bersin By Deloitte Consulting, LLP
http://marketing.bersin.com/rs/bersin/images/predictions-2013-final.pdf
 Report By Kimberly Vappie - Business Case For Mentoring
 Business Standard - Corporate India facing challenge to find right talent: report
This trend is set to continue for the next three years, says Randstad India October 2012
 Talent Challenges In India
http://www.astd.org/Publications/Blogs/ASTD-Blog/2012/07/Talent-Management-Challenges-in-India
 Article: ‘Winning the race for talent in emerging markets’; Harvard business review 2008
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