The Talent Race : Shifting The Mindset

Facing frequent employee burnouts and high turnover rates? A fixed mindset - a common feature across organisations – might be at work.

As we reflect on the current state of our competitive job market and the prevailing trend of seeking the "perfect match", it becomes apparent that the rush to uncover pre-packaged employees may inadvertently blind us to a world of untapped potential and growth.

The short-termism embedded in today's job market has given rise to a perpetual cycle of job hopping, leading us to question the wisdom of investing in employee development when they may soon seek new horizons. This mindset not only drives increased burnout rates but also perpetuates the culture of "stars-only" workplaces.

These challenges stem from a fixed mindset that presumes most employees have predetermined capabilities with limited room for development. In response, many organisations find themselves implicitly embracing a "hire and fire" approach, pushing aside the prospects for growth.

Numerous instances confirm this reality, where colleagues with aspirations of professional advancement encounter roadblocks when seeking opportunities, such as joining innovative project teams, exploring new training areas, or taking on more challenging roles. The rationale? Growth and development opportunities appear reserved solely for those who consistently shine during annual evaluations – the chosen few regarded as "top talents."

However, the pivotal question arises: is this singular focus on the "top talent" pool truly the most effective strategy for sustained organisational success? Research by Dr. Carol Dweck, Psychology Professor at Stanford University, suggests an alternative approach. Cultures fixated on star hires tend to stifle creativity, leading employees to shy away from admitting mistakes, resisting alternative approaches, and entering a competitive race for individual recognition – ultimately obstructing organisational progress.

With the emerging Generation Z entering the global workforce, we must consider whether the fixed mindset aligns with their aspirations and motivates them to actively contribute to organisational growth. These new generations of employees seek working cultures that resonate with the growth mindset: a belief in the untapped potential within individuals and an environment that encourages continuous improvement and personal growth for all.

So, the question is: are we running on the right track to succeed in a marketplace marked by rapid innovation cycles, accelerated disruption and VUCA environment?

The answer is clear: the dynamics of the global workplace demand a major mindset shift. Defining success in terms of growth and development of both individuals and organisations is a key to success in the markets of tomorrow.