What’s More Important: Talent or Engagement?


Madhu Rathee


Universal Group Company

What’s More Important: Talent or Engagement?

Talent or Engagement:-Engagement with Talent.

Talent Management with Talent Engagement as a part of Talent management. Finding people with the right talent and engaging them are essential elements of maximizing performance — but of the two, getting the right person in the right role makes the greatest difference.

If a manger is talented he/she naturally engages team members and customers, retain top performers, and sustain a culture of high productivity. And last but not least, they contribute about 48% higher profit to their companies than average managers do.

Even I was wondering for the same thing that selecting managers with the right talent for the role or employee engagement? I did many things in my organization including Competency Mapping.

This study revealed something I did not expect to find. While I did not anticipate that engaging managers with low talent would lead to exceptional performance, I did expect it to lead to better performance. Instead, I found that performance dropped by 9.9% for managers (Specially Sales) with low talent and high engagement compared with managers with low talent and low engagement. In other words, without the innate talent to be a great manager, engagement did not result in better performance.

But I would explain that those talented managers are more likely to find a way through obstacles if they’re engaged. Ultimately, talent is accelerated by engagement.

I would say putting people in roles that fit their talent — especially management roles — promotes employee engagement and improved business performance.

Talent and Engagement both are complimentary with each other.

Talent joins a company appreciating the company and its product. As talent engages more fully in company operations, assignments, projects, that appreciation grows. The greater the appreciation, the greater one’s commitment to performing with quality. An employee — especially a “talent employee” — who has the opportunity to perform in ways which she/he sees as valuable consistently seeks to improve that performance.

Talent management looks for quality candidates. Employee engagement turns up that quality.  Successful attraction and recruitment combine for the first step. Once talent is hired, employee engagement strategies increase communication and commitment.

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Why the IOCMI has the Change Field Covered



Frederick Reynecke

International Organizational Change Management Institute


Why the IOCMI has the Change Field Covered

The IOCMI (TM) manifested in a period of uncertainty insofar as Organizational Change Management (OCM) is concerned.  Within the ambiguous loose collection of management practices utilised in the context of

Change/Transformation/Enablement/Communications/Management Consulting etc. services, the word ‘Organization’ was often dropped and it became more and more common to talk about ‘Change Management’ (CM), which is not OCM, but rather a part of the HR Sciences which PROSCI took over so incredibly well, cornering the ‘People-Side of Change’ market.

However, with most Organizational Change efforts failing, clearly there was, and is a problem.  We believe that the reason for this, is that the People-side of Change – ‘Change Management’ was thought to be the silver bullet or scape-goat, for ALL changes. But, because Change Management is seen as a ‘soft’ science and didn’t really have a point of credible entry into strategic and business planning processes – it was setup for failure.

What so often was not realised when Organizational Change was delegated to HR or Change Management Practioners, was that Organizational Change requires so much more attention and investment, then just People-Change Management.

OCM Activities includes understanding what changes across the entire organizational eco-system, not just people, are required to achieve strategic goals. There’s also Mission, Vision, Strategy, Policies, Value-Chain, Processes, Systems, Sustainability, Innovation etc. etc. OCM is all this, AND undertaking the management of changes to all these business areas, not just one.

With this in mind, The IOCMI started with the book “The Principles of Organizational Change Management”, for which I was the unlucky author – taking a stab at what Organizational Change Management is supposed to be, a lessons learned from an immeasurable amount of failures, however diminishing over time, to some wonderful successes.

The IOCMI grew a Board of Advisors with a combined 900 years of experience across 122 countries, fluent in 18 languages.  42 Of these Advisors took up positions as Directors and we never looked back.

Our value proposition which we consider as our contribution to improving the OCM Industry and Organizational Change efforts, covers what we perceive to be an end-to-end OCM Platform which we sum up into 3 constructs:

1) OCM Community, 2) OCM Talent 3) OCM Market.

Within each of these constructs are assets, services and products for people with an interest in OCM, online and real world Change Academies growing a Talent Pipeline, and services and products that organizations can use for Board, Strategic Management and Project environments.

For anything ORGANIZATIONAL Change Management related – we have it covered. We recently developed an OCM Governance Policy which has been well received by the market, and it is definitely the place to start, for doing Organizational Change, right.

If you’re an OCM Professional, OCM Student, or in need of OCM Services, please contact Vinodh Thiruvengadathan on and I’ll be happy to set up a session with respective management and specialist teams.


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Mastering Change: Why Organizational Change Fails


J Kumar

KSK Energy Ventures Limited

Senior Manager – HR

Mastering Change: Why Organizational Change Fails


Most of the Organizations who look forward and wish to be dynamic always welcome changes in the World. The definition of the Organization here means the People who are actually running the Organization at the Top Level and the Strategic Level. These are the so called Visionaries of the Organization who wish to take the Organization to the next level and work towards reaching the Pinnacle and become the Market leaders in their area of expertise

The Actual Process

In this process of becoming the Market leaders and with the zeal of proving their expertise and dominance, most of the key people in the Organization often fail. The basic reasons may be as follows

  • Failure in their Core strengths in terms of their Product Expertise / Domain Expertise
  • Understanding the current systems, processes and policies those govern the day-to-day activities
  • Understanding the calibre of the Manpower available within the company
  • More importantly, the Organization Culture that drives the Company

Any Organization succeeds in handling the Change Management only when the environment embraces the change that is coming in. The People, Systems and Processes shall be flexible and adaptable to the changes. More importantly, ATTITUDE of the key people who drive the change should be positive

The change that is to be introduced should not be revolutionary but should be evolutionary. The change can be swift but cannot be radical which imbalances the total harmony in the Organization


Any Change in the Organization succeeds only when the People, Systems, Processes and the Culture are receptive. Lack of thought and approach shall kills the change and the Organization Fails.

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What you need to do to hire and Retain Top Performers


Jaya Ray

Executive Founding Member

Value Creation Pvt Ltd

What you need to do to hire and Retain Top Performers

Any organisation which is growing or has chalked out a trajectory to grow with a specific business vision and mission, can only do so, if it has strong performance oriented employees to be a part of the expansion journey!

Top performers are the spokes in the wheel of the organisation which is the vehicle that is making this journey. They can only be attracted with the following factors present in an organisation:

  1. Clear focus of the organisation with a well defined vision and mission.
  2. A clear process driven organisation which can define the goals, targets and the way to achieve them. A well defined process will be able lay down the stages that constitute the progress of each department and the employees attached to those departments.
  3. Top performers are generally very restless and always look for avenues to excel and exceed even their own performances and past records. Hence it is very very important , that such people remain highly engaged at all times. Such kind of  people thrive on structured and engaged work environments which give them the impetus and thrust to meet their targets.
  4. Top Employees need to be trained and developed on the continuous basis to enable their capabilities to be evolved. Hence a strong and robust learning and development function is of primary importance for a growing organisation to retain Top Performers.
  5. An open and transparent communication process within the organisation is the next important thing for an organisation to attract the best talent from the industry.
  6. A visible and proven growth rate of the organisation speaks volumes about its history and what it is capable of doing in future. As the saying goes- actions speak louder than words…Hence the point rests!
  7. A dynamic, competitive and employee friendly compensation and rewards structure is what will attract the cream of the sector to join the organisation. A robust rewards and recognition system goes a long way in paving the way for a healthy, competitive and result oriented, happy employees!
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The Changing Landscape of Employee Learning and Development


Anita Simson

Manager – Human Resources

Towell Mattress & Furniture Industry

 The Changing Landscape of Employee Learning and Development

This article reinstates the significance of ‘Learning and Development’. It exhibits a clear picture that the landscape of the employee L&D has been changing with the passing time.

Time had always been an active and passive witness to the Learning and development stature. L&D in the educational and employment sectors had always a significant role that had a high impact on the growth of the institution/organization. In olden times, organizations worked on the idea of transferring knowledge ‘On the Job’, ‘Mentoring’, etc. Today, the fast pace has various platforms to transfer knowledge as the same is available on a ‘click.’ HR should spread the awareness of making it happen- acquiring knowledge should be a continuous process.

During the recession, L&D took a backseat in terms of strategic revolution. The HR has to take the charge of changing the mindset for considering L&D as an investment rather than a waste of time and money.

It was ‘Training’ in those days- where it came as a package with the employment. The new recruits undergoes through some formal and informal trainings till they become fully equipped for the particular job. Learning- now explores a revolutionary arena where the employee willingly indulges and gets developed as a result. Learning, unlike the training, gives you multidimensional facet with regard to the people, process & problem-solving. It reshapes one’s personality and gives a competitive edge in challenging situation. The earlier scenario, where training was given to make someone skillful to do a particular job- today learning helps an individual to sharpen his skills, evolve as a leader and ready for any challenges in any situation.


As stated in the phrase, both L&D together makes sense and the fact, is development is a by-product of learning. You learn, practice and develop yourself and your surrounds. The fact is that the change in the method has hardly effected the process and the results. It’s important to get into the same and keep going.

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Potential is everywhere… Tap it!


Anita Simson

Manager – Human Resources

Towell Mattress & Furniture Industry

 Potential is everywhere… Tap it!

You need an eye to capture, will to aid and a persistence to make it happen!

You- as a Human Resource professional… considering the fact that all HRPs understand the reality that human capital is the most important yet underutilized asset.

Every Human Resource professional needs to have an eye to catch the hidden potentials in an employee. While some people are blessed to have an opportunity to explore themselves and utilize the same to the fullest; a major fraction of employees lack with this kind of opportunity. It is awe-inspiring to read or hear that one should follow the heart; but many a times it works out well with a sound head in place.

A HRP needs to engage themselves and take out time and put in enough effort to explore the potentials in each and every employee, as it benefits the individual to grow and contribute towards the growth of the organization. This turns out to be a win-win situation for both the employee and the organization.

As a HRP, exhibiting the need for Learning & Development in an organization may not be welcomed most of the times. Understanding the fact that it is not a cakewalk to convince the management that the educating process is not just a waste of time and effort but an investment worth investing is the core of HR in the true sense.

Ensure that L&D process should not be a one-time but has to be a continuous process to yield the finest results. Keep your endurance level high, as you are the significant tool that prospers the way to sumptuous health of your organization.

Keep polishing your employee every now and then and get the best out of them. It indeed helps you extracting the unseen talents out of others and in turn helps you stay lively in terms of employee engagement. Knowledge sharing can be executed anywhere and everywhere- starting from the corridor conversation, simple hello at desk to the gossip corner of your work premises. A smart way is to switch every inch of the workplace, every moment of the employee to a learning and earning experience. Give them a cut and a polish and they will shine and sparkle like a diamond throughout.

It’s really fun to have people thinking in the same line around you. Find innovative ways to pin down their interest.

Collaborative working style enhance the culture of any organization. It is always seen that you involve your people in your working and you find amazing results. This is a result of not imposing anything on anyone yet everyone understands their roles completely, feels empowered and march towards a single goal. The said is elaborated with a given example.

Our organization decides to go on a cost-cutting drive in the start of Year-2015. An open forum, participating all employees, was conducted. It was amazing to see the employees, even at the junior levels, coming up with loads and loads of ideas oozing out their best creative juices. Your role as a HRP is to encourage people open their minds, start thinking out of the boxes and voice out their opinions. We got practical, workable concepts of reducing papers and wastages in the first place, which in actual words- got a sizeable percentage in cost reduction. The fine suggestions, which were executed and attracted amazing results were:

  • Reduce the no. of printers around- This obviously restricts unwanted printouts and duplicates.
  • Printouts in book size- reducing the no. of papers/ files.
  • System generated fax- restricting the printing of the same.
  • Electronic signature- reducing considerable amount of papers, therefore reducing the files, storage, time, etc.
  • Internal documents to be printed on one-side used papers.
  • Contacting a recycling company for wastages- as earlier we use to pay for clearing the wastages and now it was done with no expenses and initiated a walk towards the Green Community.

To summarize the above, Year-2015 reflected a 33.4% of reduction in paper usage. We owe this success to our employees as they were the advisors as well as implementers and as stated the HRP stood as an instrument to make it happen.

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