Monthly Archives: August 2007

Recruiting entry-level technical talent


To find talent, you must invest in the seeds of talent; you must create and nurture talent; you must be willing to assume the risk that the talent you grow and nurture may sometimes benefit others, even your competitors. Still, companies that take a broader view of talent acquisition benefit in the long run. It is the law of nature: the more you give, the more you receive! The idea that the primary function of hiring managers is simply one of match-making, i.e., find the right person for the right job, is antiquated. Instead, forward-looking companies understand that talent acquisition also entails participating in the development of such talent, particularly for entry-level positions. Such companies play an active role in defining, creating, shaping, and nurturing talent. Progressive companies understand that the paying close attention to how talent is developed and grown is itself a rewarding experience, one that is mutually beneficial both to institutions of higher learning and to corporate America. This is particularly true for entry level positions. In a recent article submission to CIO, Dr. Gupta identifies ten easy steps to recruit entry-level technical talent. For more information on this article, please contact Dr. Gupta at

No Talent Shortage, just Talent Recognition Shortage


No Talent Shortage,
Just Talent Recognition Shortage

Dr. Uma G. Gupta
Article published in CIO

The little known truth in corporate America is that there is no talent shortage, just a severe shortage of people and systems that recognize, recruit, and retain talent. Hiring managers have been told repeatedly that there is a talent shortage across all industries. Many HR departments have convinced hiring managers that finding a qualified candidate is mission impossible and that hiring managers should lower their expectations. Often, finding a qualified candidate turns out to be a long-drawn process at the end of which many hiring managers get less than what than deserve and pay more than what they would like. Sounds familiar? If you are like most hiring managers, you have bought into the storyline of a severe talent shortage. It is time to challenge this widely accepted belief.

We live in times of sweeping and rapid global change. We work in a global marketplace that is driven by the most powerful and meaningful currency of our times, namely innovation. Corporate wealth and growth is no longer driven by mega size, assets, or past laurels. Instead, it is driven by the ability to innovate, innovate, and innovate. Innovation, in turn, creates new dynamics human resources. Innovation rapidly shifts resource expectations and needs often in unanticipated and unplanned ways. Innovation has an exponential dominoes impact on the talent requirements of organizations all over the world. In such a climate, talent requirements are in a constant state of flux. Yesterday’s talent requirements and hiring practices cannot meet today’s needs. The ability to recognize and respond to global shifts is the key to locating the talent your organization needs. While there is a great deal of press about current and impending talent shortage, what often remains unspoken is the tremendous shortage of people and systems that recognize and recruit human talent.

Corporate America is missing out on some of the most creative and experienced talent because its hiring practices, policies, organizational thinking and yes, HR systems are slow, parochial, outdated, and frankly are sometimes obstacles to talent acquisition. Ask the innovative, dynamic, and agile companies that easily attract the most creative talent about the secrets of their success. Successful companies don’t suffer with severe myopia that appears to plague many corporations.

Read the rest of this entry