Why we need
Human Talents Management
Jayadeva de Silva.M.Sc, MBIM, FIPM, FITD
(Author of the book Humantalents management)
A new concept of leadership is in the making.
Successful Companies have already adopted the idea that
Leadership is The Art of Managing peoples’ talents and
not just getting things done.
The expression Human Resources is misleading and
dangerous “People are not resources and resent being
treated as such”. They are not pieces of Equipment to
move around according to needs. Contrary to what some
Managers claim, people are not “Human capital”!
Employee’s expectations have drastically changed over
the last few years due to more knowledge-based
business, social transformations and economic
evolution. New psychological needs are evolving inline
with the new profile of people entering the workforce.
New employees want:
(1) To Know more about what is happening in the
organisation. Who is doing what? New Objectives? New
Priorities? New Strategies? Threats and problems?
(2) To Understand why leaders have made decisions? Why
not another decision? What is behind the decision?
What are the implications of the decision made?
(3) To contribute their own ideas and ability. What
could be tomorrow?
(4) To Feel Important and have a meaningful role to play
within the company. Who am I within the organisation?
Do I count? Am I receiving the recognition and
respect that I desire? Do I have a fair chance to
grow and develop as a person? Effective leaders are
looking at practical Ways to maximise the release of
individual, team and company talents. The Leader is
becoming a nurturer of talents, a catalyst in
search of Synergy. People are not resources. They
have resources. That is not quite the same thing, as
the table below illustrate.
Human Talents Management (HTM)
vs. Human Resources Management (HRM)
Managing Human Managing People’s Talents
Basic • People are an People have professional talents.
Assumption important asset They are not resources. They have
that the Company resources i.e.: Knowledge, Skills.
must use to the Experience. The release of individual
fullest. talents is vital to both personal
fulfilment and organisational success.
• They are
Role Of Set Objectives, Create the right environment so that
The Leader appraise people’s people can perform at the highest
performance on a level. The leader channels people’s
factual basis and energy constructively. He cares and
provide the right shows it. How to understand people.
recognition to the
right people- MBO
Leadership • How to recruit the • How to support/Encourage. How
right people. to manage job assignments so that
people can perform and grow to
• How to appraise their potential.
• How to listen and how to be
• How to promote understood
Key Success Factors for Tomorrow’s Leaders Will Be
(1) Behaviour Flexibility
(2) Mental Innovation
(3) People Orientation
Behaviour Flexibility Effective Leaders are extremely
sensitive to their environment and adjust (rapidly)
to its changes. Watching them at work, we can say
that it is critical for the Leaders of 90s to learn
how to learn.
• Do what you think is right in a situation
• Observe the impact of your behaviour on people
(Collaborators, Bossed, Customers….)
• Maintain your behaviour if you get what you want.
Try something else if you don’t.
The ability to interpret reality in original and unique
ways is becoming more and more pressing for corporate
Leaders. They are learning that everything is defined
and too often, artificially limited by “Mental
Nothing is fully known or fixed. Everything is
perceived through a Human Mind programmed by education,
experience and training. Human mind can explain and
control things meaningfully; however some mental
constructions are more effective than others.
Different situations require different mind reactions.
Mental versatility is therefore important.
• Be aware of how you construct things in your mind
• Expand your repertoire of mental constructions. Try
out new ways to explain things. Promote a mind
expansion process among your people.
• Use the mental Constructions, which are most
appropriate for business situations.
It is amazing how ineffective Leaders are at tapping
individual talents within their organisations. Many
employees complain bitterly not only about how their
Companies have misused their Professional Skills, but
also about managers who “do almost everything to make
sure that employees do not perform to the fullest of
their talents “! It is almost as if leaders are afraid
of giving their staff a fair opportunity to perform.
Many Leaders have apparently not yet learnt that their
employees are frequently working far below Capacity.
They do not realise that an employees success is also
their own. Employees whose expectations are not met
withdraw and star to invest their time, energy and
skills outside the organisation. This may be healthy
for the individual but not for the organisation.
• Care about your people and show them that you as
a Leader, are truly interested in what they do,
how they think and feel, Be honest, Manipulation
may succeed in the short term, but is inevitably
discovered and resented.
• Know their Professional talents and give them a
chance to perform at their highest level.
• Expect a lot from them and provide the support
they need to work well and grow on the job.
Managing talents is not the same as Managing Resources.
People or human beings With feelings, ambitions and thought
power, The effective leaders will care about people’s
talents, adjust in a flexible way to various corporate
as well as market demands and promote an organisational
climate which tolerates or rather encourages a variety
of mental styles.
1You may obtain free life time membership of Humantalents International eLearning Group by just
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2 The book humantalents management can be now downloaded free of charge from www.slideshare.com
3 Contact details of the author
Tel 077 72 72 295 (SriLanka)