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talent because its hiring practices, policies, organizational thinking and yes, HR systems are slow, parochial, outdated, and frankly are sometimes obstacles to talent acquisition.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.

There are four guiding principles to ensure that your organization has the ability to recognize talent when it sees it.

1. Talent is your most valuable asset? Prove it. While almost every company claims that human talent its greatest asset, its actions don’t always reflect this priority. Periodically it is important to reflect on what your company does to recognize talent. Companies must pay attention to the following 4 Ps when it comes to talent acquisition:
a. Policies
b. Procedures
c. Practices
d. Performance

Companies must frequently review their hiring policies, procedures, and practices to ensure they are not bureaucratic or detrimental to recruiting talent, particularly unconventional talent. Many hiring policies and procedures are archaic and limit hiring managers from being resourceful and agile. We have all come across policies and procedures that are devoid of any common sense prompting the question, “who wrote these policies”? Your hiring practices should be flexible and nimble, not stale and clumsy. Setting and reviewing hiring polices, procedures, and practices should not be just the prerogative of the HR department but must include organization-wide input and participation of all hiring managers. Finally, there must be an energetic reward system in place for talent acquisition. The talent recruitment incentives of the late 90s need a boost if companies are to stay at the forefront of talent acquisition.

2. Web cobwebs: A close analysis of the career websites of many large and small companies across a cross-section of industries reveals the painful truth that many career websites are in need of a serious overhaul. There are many examples where a company’s web has become a cobweb! Here are a few examples. It is difficult to even locate the career link of a large global information technologies company because it is embedded many layers deep on its website. A large energy company has clubbed its recruitment of experienced professionals with newly-minted graduates. The career link of another Fortune company is found rock bottom on its website! In the case of a major health insurance company, its career link is simply not there or if it is, it cannot be found easily. If human capital is a company’s greatest asset, why does talent acquisition receive a low priority on the company’s website?
Best advice: try applying for a job using your company’s career link. Quite likely it will be a sobering experience! The labyrinth of links, tedious forms and tables, repetitious information requests, and unfriendly web practices reflect poorly on organizations. Of course, the standard response of many companies that “we don’t expect to find good candidates through our career website” is both ironic and telling!

3. Seek Unconventional Talent: In today’s economy, innovation is one of the highest priorities for CEOs all over the world. Senior executives are looking for ways to both strengthen and shorten the innovation cycle and to effortlessly repeat the cycle over and over again. Innovation of products, services, markets, operations, and business models are high priority for senior executives. When creativity rocks industries, shatters establishments, and triggers unanticipated side-effects on organizations and nations, the source of such far-reaching creative initiatives are often traced back to the company’s talent pool. If a company’s talent pool is cut from the same fabric, group think sets in. One way to get around this bottleneck is to hire unconventional talent. Unconventional talent refers to talent that is not a near-identical replacement of the person who just vacated the job! Look for individuals with leadership skills from other industries. Recruit those whose career paths are interesting and untraditional. Take the risk and hire someone who has never worked in your industry. Seek individuals who have a proven record as creative problem-solvers. Hire for creativity. The characteristics of what constitutes as “unconventional talent’ is likely to vary from company to company and industry to industry. Hence, a company should first carefully define what it considers as unconventional talent and then make a concentrated effort to hire a certain percentage of its hires each year with unconventional talent from a cross-section of industries.

4. Train for Talent Recognition: Some may consider the ability to recognize talent as an inborn gift, but fortunately it can be acquired through training, brain storming, and careful mentoring. Recruiters and hiring managers can be trained to identify talent that may not be obvious from a cursory glance at a resume. Studies show that many hiring managers are often not aware of biases and prejudices that may lead to rejecting qualified candidates. More important, the over emphasis on certain technical skills may lead to early elimination of highly qualified candidates. Hence investments in talent recognition must be treated as an integral part of talent acquisition and retention. While it is understandable, given the intense pressures of today’s markets that most hiring managers look for potential employees who can “hit the ground running,” it is important to actively recruit those who even though may have a slight handicap in the short run will in the long run prove to be an invaluable asset to the organization. The initial investment in training and mentoring unconventional talent will yield rich dividends in the long run, particularly on the innovation index.

It is easy to buy into the common belief that there is a severe global shortage of talent. While there is some truth to this, it is important to train people and invest in systems that recognize talent, including unconventional talent. Without such an approach, we all become part of the problem rather than part of the solution.

Dr. Uma G. Gupta is a consultant in talent recognition and acquisition and can be reached at

About Dr. Gupta

Dr. Uma G. Gupta is the Founder and President of STEM.SMART, a non-profit organization dedicated to increasing the pipeline of U.S students interested in STEM careers. In addition, she is the CEO of PlanetGPA, an international student recruitment services that serves as an extension to the recruitment offices of U.S. universities.

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