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Talent spotting

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The majority of successful organisations believe their staff to be their most valuable asset. But some enterprises fail to prosper simply because they lack a coherent policy aimed at recognising, recruiting and retaining talented people.

Some companies also find it uneconomical to maintain an inhouse recruitment function and have outsourced it to specialist organisations. The BBC, Lloyds TSB and Unilever have all handed over responsibility for human resources (personnel) to outside agencies in the belief that it makes financial sense to do so.

But while this trend may look attractive to some, others hold a strong belief that human resources (HR) and recruitment should stay firmly within the organisation.

Oracle, a company that employs 68,000 people in 145 countries, believes that outsourcing leads to a loss of control and can result in a blurring of focus, especially when there is a need to recruit specialist staff. This has prompted some businesses to bring HR and recruitment back in-house because of disappointment with the quality of out-sourced services.

The G4S approach


Irene Cowden, G4S group human resources director, outlines how G4S manages talent in a rational and effective way, while taking account of the scale and complexity of its operations.

With nearly half a million employees based in over 100 countries across six continents, G4S has, of necessity, developed a coherent, leadership model. This delineates six levels of work undertaken by people within the organisation and, because it takes a global approach to its operations, G4S is able to apply this method of organising levels of competency across each of its areas.

The distinction drawn between the concepts of leadership and management is particularly useful in understanding the purpose and scope of specific responsibilities. In many organisations, the two terms are sometimes seen as interchangeable – an approach that may lead to confusion and disillusion.

The merits of a good manager may lie in an ability to organise, plan and solve problems. But these qualities may not be the same as the capacity to inspire, motivate or evoke loyalty. Having a clear leadership structure enables the organisation to nurture talent in a way that relates to the boundaries of required competencies.

G4S defines its approach to “managing talent” in four key areas:

When looking at the overall range of strategies for managing talent, it becomes clear that G4S has constructed a formidable system that could serve as a model for some public service organisations as well as for other profit-focused companies.

This page is an edited version of the Martin Gosling article featured in the June 2007 edition of International.
Download the full article: application/pdf Talent spotting

Retaining talented staff


Successful organisations need talented people at every level of their operations. But unless they are acknowledged, encouraged and motivated, it is likely these individuals will eventually seek fulfillment elsewhere.

It is vital that all staff, not just potential leaders, are valued and encouraged to realise their potential.

To this end, G4S aims to match an individual’s capabilities to the scale of the challenge to be faced. At the same time, it is recognised that while too little challenge results in boredom and frustration, too much may result in stress and anxiety.

G4S employees with high potential have, literally, worldwide opportunities to progress. This sense of “family” is enhanced by the existence of the company’s Intranet system which has the effect of uniting everybody involved.

Many senior posts can be filled from within the organisation – a key motivation for high-flyers who are progressing through the various divisions.

G4S also deploys a Global Human Resources Director Forum which fosters consistency of standards together with shared values and good practice.

In identifying and building on the latent talent of its employees, G4S operates a process of regular appraisal, a three-phase annual cycle. Progress is measured at the end of the year through an annual assessment.

It is important for the success of the company that under-performance is dealt with promptly and rigorously.

In describing the complete process, Mike Alsop, G4S head of executive development and resourcing, says, “The aim is to make sure that talent is identified, nurtured and rewarded. This benefits the individual as well as the organisation and ensures that all involved have a sense of being able to fulfil their potential.”