The Right Person: How Humanness Transforms Talent Development – Part 1

Welcome back, Humanness Heroes. In our previous post, we discussed the importance of humanness in building a supportive culture within project teams and organizations. Today, we’re diving into a fascinating topic: the ‘right person.’ As leaders and managers, it’s all too easy to write off an individual in a team as not being a performer or not a ‘right’ fit. But could it be that the issue is not as simple as fit? Is a person the right fit because of their skills and perceived value? Maybe it’s more nuanced. Perhaps the person is not a fit yet and needs more meaningful mentorship and training. Or maybe the fit or lack thereof lies more with the role or task, rather than with the project team, department, or organization as a whole.

In this post, we’ll delve into how a humanness-centered approach to talent development can help us uncover the true potential in our team members. By focusing on mentorship, training, and aligning individuals’ strengths with the right roles, we can transform what might seem like a poor fit into a perfect one. Let’s explore how humanness can be the key to finding and nurturing the right person in your team.

Defining the “Right Person”

Traditional Approach AKA Skills and Perceived Value Approach

Traditionally, organizations have often sought out individuals who already possess the necessary skills and perceived value to fit seamlessly into their teams. This approach, while effective in some cases, is not the only method. It prioritizes immediate contributions (perceived or real) and minimizes perceived risks (Cantrell, 1). When hiring, the focus often is on ticking off boxes related to qualifications, past experience, and technical prowess. The idea is to bring someone on board who can hit the ground running with minimal ramp-up time. However, there are other ways to identify the right person, and we’ll explore those in this post.

Advantages:

This traditional method certainly has its merits, some of which include:

1. Quick Integration: Candidates who already have the required skills and experience can start contributing almost immediately. This is particularly beneficial in projects with tight deadlines or critical deliverables. For instance, hiring a seasoned software developer for a tech startup’s urgent product launch means that the new hire can dive right into coding and troubleshooting without needing extensive training or orientation.
2. Immediate Contributions: When new hires can hit the ground running, the team’s productivity can see an immediate boost . This can be essential for maintaining momentum and meeting key performance indicators (KPIs). An experienced marketing professional joining a campaign midway can quickly pick up tasks, contribute strategic insights, and drive initiatives without a prolonged adjustment period.
3. Perceived Low Risk: Hiring individuals with a proven track record reduces the perceived risk of onboarding someone who may not perform as expected. This is comforting for hiring managers and stakeholders who want to ensure a smooth transition and steady performance. A financial analyst with years of industry experience brings a sense of reliability and assurance that they can handle complex financial models and reporting requirements.

Limitations:

However, this approach also has significant limitations that can impact long-term organizational health and culture (Cantrell, 1).

1. Lack of Cultural Fit:  Focusing solely on skills and immediate value can lead to a mismatch in cultural fit (Bratta, 2). The new hire’s values, work style, and interpersonal dynamics may not align with the team or organizational culture, causing friction and reducing overall morale. For example, a highly skilled but competitive individual might struggle in a collaborative and team-oriented environment, leading to conflicts and decreased team cohesion.
2. Stifled Long-Term Growth: This approach can stifle long-term growth for both the individual and the organization. By prioritizing immediate skills over potential, organizations may miss out on developing their employees into future leaders who are deeply aligned with the company’s vision and values (Cantrell, 1). A focus on immediate contributions can overshadow opportunities for mentorship, professional development, and personal growth, resulting in a workforce that may be technically proficient but lacks leadership capabilities and deeper organizational commitment (Cantrell, 1).
3. Overlooking Potential: The emphasis on immediate value can cause organizations to overlook individuals who, while they may not check all the boxes initially, have the potential to grow and excel with the right mentorship and training (Indeed Editorial Team, 3). A junior employee with a strong learning mindset and adaptability might be passed over for a role they could excel in with some guidance, leading to missed opportunities to nurture future talent.
4. Hidden Talent Remains Hidden: By adhering strictly to predefined qualifications and experiences, organizations may fail to recognize and develop hidden talents within their teams. Employees with unconventional backgrounds or less traditional career paths might bring fresh perspectives and innovative solutions that are otherwise missed (Greenbaum, 4).  For instance, a team member with a passion for data analytics but no formal training could become a valuable asset in strategic decision-making if given the chance and resources to develop those skills.

A Different Approach – The Mentorship and Growth Approach

Mentorship and growth potential are at the heart of a humanness-centred approach. This perspective shifts the focus from hiring individuals who are already a perfect fit to developing them into the right fit through continuous learning, support, and development. By recognizing and nurturing individual potential, organizations can create a supportive environment where team members feel valued and motivated. This approach fosters a stronger cultural fit, higher loyalty, and long-term development.

As an avid lover of Korean shows, one of my favourite shows is “Misaeng: Incomplete Life.” This series provides a poignant look at corporate life through interns’ eyes, navigating a large corporation’s challenges. One scene that struck me was when senior staff dragged the new interns because they did not know how to use the copier. It seems silly, but it highlighted a common issue in many workplaces: everyone expects the “new person” to get on with it and know everything necessary to do “the job.” But how realistic is that? I point this out to highlight the need for Mentorship and basic training. Basic training lays the foundation for an employee’s growth.

Key elements of the Mentorship and Growth Approach:

1. Recognizing Individual Potential and Strengths: Rather than solely focusing on immediate skills, this approach emphasizes identifying the potential within each individual. Imagine, for instance, if every person hired by an organization was given a strengths assessment. This could unlock insights that enable leaders to harness the potential in significant and tangible ways. The strengths insight, combined with targeted mentorship, can leverage the potential of individual talent in very powerful ways that impact the bottom line. Leaders and managers play a crucial role in spotting and nurturing talent. I would even go a step further and say that leaders set the tone for how talent is nurtured in their project teams or departments. They must be able to see beyond an individual’s current capabilities and recognize the possibilities for future growth (Nalley, 5).
2. Providing Meaningful Training: Training is a cornerstone of this approach. Experienced team members and leaders must take the time to provide guidance, support, and knowledge to less experienced colleagues. This relationship is built on trust and mutual respect. Practical, effective training involves actively demonstrating how a task can be accomplished, regular check-ins, feedback sessions, and setting clear development goals. It’s about providing the resources and opportunities for individuals to learn and grow in their roles. I mean, teach people how to use the copier already!
3. Creating a Supportive Environment: A supportive environment is one where team members feel safe to express their ideas, ask questions, and take risks without fear of judgment or failure. This psychological safety is crucial for fostering innovation and growth (Marom, 6). Organizations can cultivate this environment by promoting open communication, encouraging collaboration, and recognizing the efforts and achievements of all team members.
4. Continuous Learning and Development: Companies that embrace a mentorship and growth approach prioritize continuous learning (Mentoring Complete Team, 7). They invest in training programs, workshops, and other educational opportunities that enable employees to develop new skills and advance their careers. This commitment to learning ensures that employees remain engaged, motivated, and equipped to handle evolving challenges and opportunities.

Benefits:

1. Stronger Cultural Fit: With this approach, project teams, departments and organizations get the privilege of participating in building their own culture. Imagine how priceless that is! You influence and create team members who “drink the same cool-aid!” By focusing on growth and development, organizations can ensure that employees align with the company’s values and culture over time. This alignment creates a more cohesive and harmonious work environment. New hires who may not initially fit perfectly can be mentored to understand and embrace the organization’s culture, leading to a more integrated and committed team (Join the Collective, 8).
   • Quick Illustration (Based on a True Story) :Let’s consider the example of Jones & Smith Law Firm (fictional company). One of their employees, Alex, was initially hired for the role of application review and processing. However, while Alex performed adequately in this role, he was unmotivated, which began to show in his work. This all happened as the firm was navigating the COVID-19 pandemic. The easier decision for the admin team would have been to lay Alex off. However, one of the partners, who had gotten to know Alex over time, noticed that he had a knack for digging for case information. It became evident where his true passion and strength lay. Recognizing this, Alex’s role was changed, shifting his focus to research. The firm harnessed his unique perspective and skill set, significantly improving its strategic approach to building cases. Alex’s research added depth to the firm’s strategies for various immigration case files. As a result, Jones & Smith Law Firm realized a significant uptick in its immigrant case win rate. This success story highlights the importance of mentorship and recognizing and nurturing individual strengths rather than rigidly adhering to predefined roles and losing a hidden gem.
2. Higher Loyalty and Retention: Employees who feel valued, invested in and supported are more likely to remain with the organization (Xiang, 9). They develop a sense of loyalty and commitment, reducing turnover rates and the associated costs of recruitment and training. Investing in employees’ growth demonstrates humanness-centred care about their career progression and well-being, which fosters loyalty and engagement.

To Close (For now) …

While the traditional skills-based approach offers immediate results, it often overlooks the transformative power of mentorship and growth. By integrating these perspectives, organizations can create a culture where team members feel valued and supported, fostering long-term success.

Now, I know that this post may feel idealistic to some, as it may come across that I am asking that the traditional approach is to be abandoned entirely in favour of the different approach of mentorship and training. In the next part of this series, we’ll explore the hybrid approach, where integrating the traditional and different approaches can lead to a dynamic, resilient, and high-performing team. Stay tuned, Humanness Heroes, as we continue to uncover how humanness transforms talent development and builds a stronger foundation for organizational success.

References:

1. Sue Cantrell et al. September 7, 2022. The skills-based organization: A new operating model for work and the workforce. Deloitte Insights. https://www.deloitte.com/us/en/insights/topics/talent/organizational-skill-based-hiring.html
2. Michael Bratta. November 14, 2024. Cultural Fit vs. Skills: What Employers Should Prioritize in the Hiring Process. LinkedIn. https://www.linkedin.com/pulse/cultural-fit-vs-skills-what-employers-should-hiring-process-bratta-q13uc/
3. Indeed Editorial Team. December 3, 2024. Hiring and Retaining Talent: Top Three Challenges From 2024. Indeed. https://ca.indeed.com/leadershiphub/hiring-and-retaining-talent-top-three-challenges-from-2024
4. Karen Greenbaum. April 22, 2024. Inclusion Drives Innovation: The Power Of Diverse Perspectives. Forbes. https://www.forbes.com/councils/forbeshumanresourcescouncil/2024/04/22/inclusion-drives-innovation-the-power-of-diverse-perspectives/            
5. Stephen Nalley. May 14, 2024. Building Future Leaders: Proactive Strategies For Talent Development. Forbes. https://www.forbes.com/councils/forbesbusinesscouncil/2024/05/14/building-future-leaders-proactive-strategies-for-talent-development/
6. Lital Marom. June 3, 2024. The Critical Link Between Psychological Safety And Innovation. Forbes. https://www.forbes.com/councils/forbescoachescouncil/2024/06/03/the-critical-link-between-psychological-safety-and-innovation/
7. Mentoring Complete Team. December 4, 2023. Mentoring Trends for Learning and Development Leaders to Follow in 2024.  Mentoring Complete. https://www.mentoringcomplete.com/mentoring-trends-for-learning-and-development-leaders-to-follow-in-2024/
8. Join the Collective. July 11, 2023. Unlocking the Power of Mentorship: Strategies for Organizational Success. Join the Collective. https://www.jointhecollective.com/article/creating-a-culture-of-mentorship-within-organizations/
9. Nina Xiang. December 12, 2024. SHRM Business. https://www.shrm.org/executive-network/insights/shrm-report-workplace-culture-fosters-employee-retention