How to nurture talent for prosperity

By Vincent Kanayang’onda
Human Resource is the only resource that can think, develop skills, acquire experience and act either positively or negatively.
It is the most sophisticated yet vital resource available to organisations in achieving their stated missions, goals and objectives.

Nurturing the talent of this resource for prosperity of the organisations is therefore critical and strategic.

The technology aligned with the organisations strategy, people and processes enables competitive advantage in a world environment of intensified competition, information overload and the ever-changing client’s preferences and service demands.

Technology enables us to get closer to our clients and streamline many processes. But this does not happen by throwing technology and skills at a situation. The approach to technology and skill building in nurturing talent is a deliberate process of envisioning the future of technology in a way that makes us deliver the value today.  This value takes the form of the right talent, skills methodologies, knowledge capital and experience delivered at the point of need.

Competitive advantage
The new found focus of managing knowledge, skills or talent can be viewed as a natural evolution concern in an era when it is the people and the talent they possess that define competitive advantage.  To achieve this, we must have or develop ways of working or doing things that ensure error-free operation services, products and ultimately provide high quality Services.
Nurturing talent for prosperity therefore aims at assisting the organisation and their employees achieve its stated mission and meet their client’s expectations within the framework of the organisations’ structure, policies, procedures and people which form important means by which organisations operate to achieve given goals.
However, in order for the full potential of the staff to be exploited and their talents to be properly nurtured for this purpose, the people need to be organised for effective organisational performance.