On 23rd September 2018, Mr. Umesh Roy, Regional HR Head, Huawei Telecommunications engaged the cohort at TAPMI in his lecture on Talent Acquisition and VUCA. Manual interference in organisational processes is decreasing day by day. So, Mr. Roy suggested that talent acquisition managers have to select highly talented individuals who align with the business strategy. Mr. Roy spoke of VUCA and the importance of addressing it in the competitive world.
Mr. Roy informed the audience that talent acquisition is the process of attracting, finding and selecting those individuals who possess required competencies and who will integrate smoothly and productively into the organisation and its culture. He described the challenging roles of HR professionals in terms talent acquisition, talent transformation, talent engagement, HR-operations and industrial relations. He stressed the importance of happiness index in an organisation – higher the happiness index of employees, higher is their productivity and that of the organisation.
Mr. Roy highlighted the importance of talent acquisition in employment branding. It provides for an organisation to distinguish itself internally and externally. He said that effective sourcing requires accurate definition of needs. Mr. Roy explained the significance of selection and pre-boarding processes of talent acquisition. Quality of the hired employees, program satisfaction, time to hire, new-hire retention rate and the performance rating of the company after the hiring process measure the success of talent acquisition, he said.
Mr. Roy presented an overview of the concept of VUCA. VUCA is a combination of qualities – volatility, uncertainty, complexity and ambiguity, that when taken together, characterize the nature of some difficult conditions and situations, he said. The U.S. Army War College introduced the concept of VUCA to describe the multilateral world perceived as resulting from the end of the Cold War. But more frequent use and discussion of the concept began from 2002. He said that it has subsequently taken root in emerging ideas in strategic leadership that apply in a wide range of organizations.
Failure in itself is not a catastrophe, but failure to learn from failure definitely is, Mr. Roy said while detailing about VUCA. It is not enough to train leaders in core competencies without identifying the key factors that inhibit their using the resilience and adaptability that are vital in order to distinguish potential leaders from mediocre managers. Mr. Roy strongly feels that anticipating change as a result of VUCA is one outcome of resilient leadership. He concluded by suggesting how the aspects of the modern-day organisational dilemmas can be tackled with vision, understanding, clarity and agility.