This was one of the questions I was asked after delivering my keynote to industry leaders at a large Congress in Hamburg.  It’s an interesting question and whilst my immediate answer was ‘Very’ it also wasn’t the whole answer that I gave.

Identifying top talent is rightly worthy of the time and investment organisations give it and it’s not just about spotting the talent within – it’s also about keeping a keen eye on talent from outside the company, too.  However, I find that worryingly, top talent is often the only area to receive a dedicated level of interest by HR and leadership.  The result is that the crucial layer of operational talent – who can be anywhere and at any level in the business – don’t get developed and invested in in the same way.

I define operational talent as employees who bring specific strengths, skills and experiences to the organisation and, without whom, the business would not function. Metaphorically, they keep the lights on in the building and form the bedrock of the business in the roles they are within. These men and women may not necessarily be suitable for, or interested in, securing higher level, senior promotions but they still need to be embraced in an engagement and retention plan that secures a) their loyalty and b) their highest level of performance.

Knowing who these people are is the first priority.  Talking to leaders and managers will help you gain their perspective on who they consider operational talent and why.  Then it’s a matter of creating a retention plan that draws on as many sources and levers of engagement as possible.

HR can help managers identify the motivation for everyone in their teams, getting to know what really interests and elicits the best performance from them. Encourage managers to explore what is available beyond the normal tool kit of resources and open up discussions such as opportunities for cross-department working, sabbaticals, charity work and learning courses. 

Whatever is ultimately decided, remember the purpose is to align the individual with a relevant, meaningful reward.  Unless it holds meaning and value to them personally, it won’t be effective.  Sony’s Springboard programme is an excellent example of targeting female employees at ALL levels of the business.  The programme was designed to build their confidence and give them space to discuss business and career issues and establish a strong network. As a result, some women went on to secure promotions but just as importantly, other women felt stronger, capable and inspired as a result of the programme, regardless of their career ambitions.

Challenge yourself to list the opportunities you offer in your business for your ‘operational talent’. Consider the breadth and depth of what is currently available and consider how you and your managers could start to make it as meaningful and relevant to their teams.