{"id":8946,"date":"2020-02-26T15:09:11","date_gmt":"2020-02-26T14:09:11","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=8946"},"modified":"2021-09-28T17:55:16","modified_gmt":"2021-09-28T15:55:16","slug":"talent-seeks-purpose","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/es\/talent-seeks-purpose\/","title":{"rendered":"Talent seeks purpose"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yn6kg-369473bb1c0b22d11268c907a2fcb967\">\n.avia-image-container.av-k61yn6kg-369473bb1c0b22d11268c907a2fcb967 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-k61yn6kg-369473bb1c0b22d11268c907a2fcb967 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-k61yn6kg-369473bb1c0b22d11268c907a2fcb967 av-styling-circle avia-align-center  avia-builder-el-1  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-5619 avia-img-lazy-loading-not-5619 avia_image ' src=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/06\/TTA_2016-01_Talent_seeks_purpose_150x150.jpg\" alt='' title=''  height=\"150\" width=\"150\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/06\/TTA_2016-01_Talent_seeks_purpose_150x150.jpg 150w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/06\/TTA_2016-01_Talent_seeks_purpose_150x150-80x80.jpg 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/06\/TTA_2016-01_Talent_seeks_purpose_150x150-36x36.jpg 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/06\/TTA_2016-01_Talent_seeks_purpose_150x150-120x120.jpg 120w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/><\/div><\/div><\/div><\/div>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63\">\n.flex_column.av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63 av_three_fifth  avia-builder-el-2  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div av-zero-column-padding '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-6540d9950e8d10cf24324b5ec2eb888d\">\n#top .av-special-heading.av-av_heading-6540d9950e8d10cf24324b5ec2eb888d{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-6540d9950e8d10cf24324b5ec2eb888d .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-6540d9950e8d10cf24324b5ec2eb888d .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-6540d9950e8d10cf24324b5ec2eb888d av-special-heading-h1 blockquote modern-quote  avia-builder-el-3  el_before_av_heading  avia-builder-el-first '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >Talent seeks purpose<\/h1><div class='av-subheading av-subheading_below'><p>The implications for talent at \u2018purpose driven\u2019 companies<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-c7a51b111212f16d4951cb6da8fdf8ae\">\n#top .av-special-heading.av-av_heading-c7a51b111212f16d4951cb6da8fdf8ae{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-c7a51b111212f16d4951cb6da8fdf8ae .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-c7a51b111212f16d4951cb6da8fdf8ae .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-c7a51b111212f16d4951cb6da8fdf8ae av-special-heading-h5 blockquote modern-quote  avia-builder-el-4  el_after_av_heading  el_before_av_font_icon '><h5 class='av-special-heading-tag'  itemprop=\"headline\"  >by Nick Harris and Felix B. Waldeier<\/h5><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-aa80164a0bbcfe1a68ac25d8daf20471'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>Competency based assessment and development has been around for decades, and while best-in-class companies have continued to evolve the individual competencies over time, the underlying bedrock \u2013 results orientation, strategic orientation, team leadership \u2013 remained broadly constant for a long period.<\/p>\n<p>During the more turbulent times since 2008, the \u2018War for Talent\u2019 did not cease but rather has become more nuanced, context-specific and difficult. Finding leaders with a strong (historic) track record of driving results is no longer enough; companies needed to extrapolate into the future of executives and identify those with the potential, and the character, to perform in environments which are not just more pressurised and competitive but also continually changing. In a \u201cVUCA\u201d world (volatile, uncertain, complex, ambiguous), companies need more than just solid \u2018corporate soldiers\u2019. They need leaders who demonstrate resilience, adaptability, intellectual curiosity, creative thinking \u2013 not least in order to be able to attract new talent among a target group that is becoming ever more demanding and \u201cpicky\u201d.<\/p>\n<p>And as if that were not enough, a new dimension is increasingly coming to the fore \u2013 both for employers and executives: doing well is no longer enough, they also want to do good.<\/p>\n<p><strong>Talent magnets<\/strong><\/p>\n<p>Employees and consumers worldwide are increasingly saying that they do not want to be associated with companies that, put simply, \u201cdon\u2019t care about the world\u201d. Millennials, in particular, \u2018vote with their feet\u2019 and do not want to work for companies that appear unconcerned by the environment and society in which they operate, companies where they cannot see the purpose.<\/p>\n<p>Big businesses have in-built advantages in terms of scale, resources, competences and expertise. Organisations that can take that existing structural power and then add the purpose-driven dimension, will win in two ways: firstly, becoming more attractive to consumers as a provider of goods or services, and secondly, becoming a magnet for employees who want to work in an environment which is not just successful but inspiring. Danone, for instance \u2013 which already had a history of \u201cdoing good through the provision of healthy food\u201d, and which is now one of the first Europe-based multinationals seeking to transform its organisation towards a \u2018Benefit Corporation\u2019 \u2013 has already seen this have a positive impact on its talent attraction.<\/p>\n<p><strong>The career helix: doing well vs. doing good<\/strong><\/p>\n<p>While for younger generations especially this concept of \u2018doing good\u2019 as a consumer or worker is not new, the practical realities are more complicated. Employees and executives have complex, sometimes competing, internal dynamics around their desire for advancement, money, power and success. Particularly executives who are early on in their careers, or who have young families to provide for, often have an internal tension between \u2018making a difference\u2019 and \u2018climbing the ladder\u2019, irrespective of where that leader is leading to.<\/p>\n<p><strong>Curiosity is king<\/strong><\/p>\n<p>For those who aspire to reach the C-suite, (multi-region) international experience is now a must. Western business leaders who have spent time living and working in developing markets such as China often find that this experience changes their perspective, sometimes in a fundamental way. The standard, predictable solutions which they are used to finding in developed markets often don\u2019t apply there. The speed and unpredictability of emerging markets is greater, and reliable data is in shorter supply. Curiosity is a manager\u2019s best friend and the ability to learn on the go is vital. Aspiring executives who imagine that a business career is a smooth progression, or comes clearly marked with warning signs, are not going to enjoy managing an international business in today\u2019s environment. A different set of skills is required for navigating a journey where uncertainty and change are constant companions.<\/p>\n<p><strong>Orchestrating change<\/strong><\/p>\n<p>Inspiring an organisation to change itself fundamentally, whether to survive a new competitive challenge or to become a force for good in society, cannot just be commanded from the top. It requires both the right conductor, to instigate and engage the organisation from above, as well as an energised and enthusiastic groundswell of support. More junior employees also need to feel that their voices are heard and that they can operate within an organisation\u2019s matrix to make things happen. And companies must ensure that the interplay between their internal organisation and the world externally is more open and fluid, that they are simply more connected to the outside world.<\/p>\n<p><strong>Leading the parade<\/strong><\/p>\n<p>What then does it take, in terms of competencies, for a person to be a successful change agent? Successful, global companies increasingly look for people who display two competencies similar to those needed by managers in China: first, \u201cenormous curiosity\u201d and the ability to think broadly; second, the ability to handle ambiguity and navigate a way through the complex systems and dynamics that exist within a large company. The third competency, and arguably the most important, is they need to be able to get things done while at the same time \u201ccodifying\u201d what they are doing so that they can turn a project into a lesson \u2013 make it happen, distil what success looks like and how it was achieved, and use the learnings to teach others. This parallel processing is a critical skill. The final key competency is influencing. Persuading people and acting as an \u2018ambassador\u2019 of change requires a combination of behaviours \u2013 empathy, credibility and logic. \u201cYou can\u2019t just turn up in a country and say: I am here from the head office and I am here to help!\u201d<\/p>\n<p><strong>Turning up the heat on competencies<\/strong><\/p>\n<p>How companies grade and evaluate their people, the traditional career structure will all change significantly over time. While not looking to completely reengineer their existing career structures immediately, some of the most dynamic global corporations are already looking to \u201cturn up the heat\u201d on critical competencies such as learning agility. Expectations around behaviours are also being raised; career derailers are being highlighted more openly and red flagged earlier, for example \u2018territorial behaviour\u2019.<\/p>\n<p>The most highly rated, and in-demand, managers will be those who do not just score well on driving results but who also have the ability and willingness to open connections externally, and to provide meaningful value for their employees, customers and community.<\/p>\n<p>Equally, the most successful, and sought-after, employers will be those who do not oblige their workers to make a trade-off between doing good for others and doing well for themselves. Companies can give themselves a sustained competitive advantage through the attraction and retention of top talents with whom there is a shared harmony of (profitable) purpose.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-f76018f3fb98b17a0aff0b6ac95eb808 avia-buttonrow-right  avia-builder-el-7  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-da2fef32b6925ac6e1df2d61bc60ec1c\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-da2fef32b6925ac6e1df2d61bc60ec1c{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/es\/trustedadvisor'  class='avia-button av-av_buttonrow_item-da2fef32b6925ac6e1df2d61bc60ec1c avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-e9554b718ee738143959b72e15508189\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-e9554b718ee738143959b72e15508189{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/03\/TTA_2016_01_Talent-seeks-purpose_EN.pdf' class='avia-button av-av_buttonrow_item-e9554b718ee738143959b72e15508189 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download PDF<\/span><\/a>\n<\/div><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-8  el_after_av_three_fifth  el_before_av_textblock  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n<section  class='av_textblock_section av-2i02f6-2158e40008e79c98b0dd64e4081f07a2'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>?<\/p>\n<\/div><\/section>\n<section  class='av_textblock_section av-av_textblock-445188a952fb265869ea404d0e52fad7'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>?<\/p>\n<\/div><\/section>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":5619,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[54],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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