UK Businesses Falling Behind in Race to Manage Top Talent

UK businesses are failling to dedicate sufficient resources to improving or leveraging talent according to leadership consultancy Dynamic Transitions. In light of the recent CIPD report ‘Generation Y – Unlocking the Talent of Young Managers’ it was indicated that global leaders placed talent management as their top priority, Dynamic Transitions MD Judith Germain is calling for UK businesses to be tougher on senior management who abdicate the responsibility to HR and stresses that ‘we must move to a world where senior managers are not rewarded or promoted if they are not actively developing their staff or leveraging their talent.”

Speaking in a recent interview Germain suggested that as the credit crunch takes hold, more and more talented young managers are being overlooked, mainly because of their tendencies and inquisitiveness are considered a threat by senior managers who have taken an instant dislike to the new age workers and their working habits.

The CIPD report reveals that young managers are more prepared to give up their personal lives for their work to some extent, with fifty per cent agreeing that they would make sacrifices in order to succeed in their careers. Also the career-focused elements such as developing new skills, challenge, and good career prospects were the dominant attractions for Generation Y when joining their current organisation.

“Generation Y workers tend to go by the ‘ask, learn and succeed’ approach whereas senior management (Baby Boomers and to some extent Generation X managers) are more akin to the ‘work long hours and learn approach’. But perhaps more importantly, we are finding that Generation Y workers are getting through their workload at a much faster pace than their predecessors when given the right support and focus, and this is also seen as a threat,” explains Germain, who specialises in managing Troublesome Talent ® in the workplace.

Germain believes that UK companies run the risk of slipping behind global companies if they continue to focus on things that can work counter towards improving the business through leveraging the talent. That there is a distinct mismatch between the priorities of HR in aligning leadership development with business priorities and performance management systems and what exactly is required by the business.

“There is lack of accountability for leadership development by senior management and UK businesses need to realise that it is not HR’s responsibility to develop individuals – it must be developed by senior management if it is to have any impact on developing and retaining talent” adds Germain.

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