Minimal training and knowledge is essential for almost any position that is not a candidate for automation in the next 10 years.
Having covered these minimums in terms of knowledge and I think topic refers to this point, the assessment between attitude and knowledge weight on the professional career from my point of view goes more in favor of the first arriving at a certain point, but the second and the curiosity and tenacity to go updating this training have an undeniable and necessary value.
Talent management is critical within the organization, with the aim of achieving maximum value creation for the organization at all times of the level of knowledge, skills and abilities available in obtaining the results necessary to be competitive in the current and future environment. Companies tend increasingly to models where the autonomy of the worker and the different teams is key and autonomy and the ability to obtain increasingly better results is fundamental as one advances in the professional career. The operating model of each of these independent units obeys the defined strategy, the policies that establish the company's culture, the economic plan and CSR. In this context, it is essential to have trained profiles that allow value to be obtained following best practices and techniques. However, in the constant adaptation to the change suffered by the company, a profile with an entrepreneurial attitude will present resilience in the face of adversity and tools for seeking and implementing paths and new solutions that have more to do with other skills such as initiative, creativity, curiosity and leadership than training itself. Therefore I prefer the idea that training allows you to reach a level in your professional career, but from that level, it becomes very complex to advance without the characteristics associated with an entrepreneurial profile. Thus, those mentioned in the agenda as intrapeneurs have skills that allow them to create value and ensure business continuity: - Ensuring growth. - Improving competitiveness. - They undertake new projects and lines of work. - They design a flexible and resilient organization. - Foster an entrepreneurial culture. - They are personally involved in new projects.
While a strongly formed profile but without an entrepreneurial attitude can have a great performance in contexts that are little changing and very attached to established procedures and rules. But they will have more limitations if we talk about the previous skills, especially in the area of initiative and creativity that are key to overcome new challenges. Therefore, talent management will identify within the internal and external dimensions of the company, where to position the available profiles depending on these skills that we have discussed and whether they balance towards a more entrepreneurial or more operational side with a very specific training for the position to be filled.
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