IM HRD CLUB – Acquire and Retain Talent in Today’s Challenging Business Environment

10658872_10208383768889735_3605655541687226467_oTo coach or to poach? This remains one of the biggest questions in talent management. Both options are important investments for the company, each offering benefits and risks that management must consider. The next question is: which strategy is suitable for your organisation?

Following up on our first event in May 2015, BlueVisions’ Institute of Management hosted leaders of our most notable clients across four rapidly expanding Indonesian industries, to discuss this issue. This time, our HRD networking club event took place at the newly opened Fairmont Hotel in the Senayan area, the morning of 7 October 2015, where our lively group of HR professionals enjoyed breakfast while getting to know each other a little bit better. Our panelists were:

Ms. Regina Mutti – Training & Development Division Manager of PT Mitra Adi Perkasa representing the retail industry;

Mr. Rudy Effendy – Country Head of Learning of Standard Chartered Bank, representing the banking industry;

Mr. Ismet Komarudin – VP Human Capital Empowerment of Rekayasa Industri, representing the construction industry; and

Mr. Yohanes – Deputy HR Director of PT. Huawei Tech Investment representing the telecom industry.

Our CEO, Mr. Adel Khreich was the host and moderator for this event, leading the audience comprised of Learning & Development managers.20160106175701

The four panelists offered varied and highly specific insights from their own industries based on the trends they have observed over at least the last five years. For example, Mr. Ismet highlighted that the use of professional social media platforms such as LinkedIn are becoming exponentially more popular and have proven to be quite effective in acquiring talent with at least five years’ experience in a certain fields . However, the panelists also agreed that this method is not quite as effective when being used to search for frontline positions or fresh graduates as their online profiles are not quite developed yet. Mr. Yohanes favoured poaching over coaching, because such talent is ready to perform according to company expectations without having to be trained to do the job first.

 

Coming from the biggest retail company in Indonesia, MAP, Ms. Regina stated that this organization is primarily concerned with assuring its well-trained employees are not poached by competitors This comes from the understanding that MAP invests a lot in training their talent from the very beginning of their careers in the company and because they are also aware that the availability of competent middle management in Indonesia is very limited. Mr. Rudy, coming from a banking perspective, also stated that he valued coaching the company’s talents especially because his processes help grow loyalty and understanding of the company culture while also making sure that each employee performs to the company’s own set of processes and procedures.

 

After a 90 minute heated discussions and Q&A among  the audience and the panelists, it was concluded that coaching vs. poaching debate depends largely on the availability of time to coach and the budget to poach. Poaching also seems to be more feasible if the position is highly specific and critical to the organisation, while coaching is more beneficial for less critical positions in larger sized organisations, where time and the coaches themselves are available to nurture the talent in the workplace.