McDonald’s counter argument to the War on Talent would suggest that not all people are comfortable with, nor completely understand the underlying points to the “War for Talent”. After the original book was released in 1997, things may have gotten off the rails a bit in terms of how people have implemented strategies to deal with maintaining this delicate balance of needs and talents. For example, the draconian up or out mindset that caused unnecessary firing over an increase in proper training. However, the foundation of the “War for Talent” is not the implementation, it’s creating a solid foundation for your company to run on with talented, driven employees.

A company is driven forward by the talent and innovation of the employees.

This forward momentum can be seen in the success of companies like Google, but it is also reflected in the university culture and the drive to produce talented individuals that are spoilt for choice after graduation. This drive for talent and innovation ensures that the company on the whole continue to thrive for as long as they are able. To thrive in our changing economy, companies should consider aspects of the infamous “War for Talent“, as originally put forth by Ed Michaels, Helen Handfield-Jones, and Beth Axelrod of McKinsey & Company for their hiring efforts to increase their company’s strength.

The shift of economy and our overall market have shifted from a manufacturing centric society of our grandparents to the dot com of our youths. Now, our economy is making another shift to that of a knowledge based economy. This change calls for a new shift in leadership, talent pools, and driving metrics.

The shift makes finding the right talent to fill positions in the right place at the right time a constant uphill battle. For example, if you are looking for advanced skills in coding, the medical industry, social media, and leadership, you’re likely going to find a lot of potential candidates because there are a lot of unemployed people. However, if you are looking for one person with all the right levels of those skills to fit into the pre-existing group, that you don’t have to pay for travel and you need them to start with the next project, you’re likely going to have a problem finding the right person. Filling the position with just anyone can often lead to a drag in the company dynamics and culture that could be detrimental to the company as a whole. This can put stresses on our abilities to keep the positions filled with people who have the right skills.

A company’s foundation are the employees that fill the work orders and interact with the consumers. Their talent and innovation is what you rely on for your company’s survival, so seek out the best you can. That is the true foundation of The War for Talent. Unfortunately the draconian methods of “up or out” were actually applied, which gave the book and its underlying thesis a bad reputation, which caused the knee-jerk reaction of hatred.

There are a better ways.

There are a myriad of ways to look for talent to fill company pools. Just ask any recruiter, staffing agency, or resume writer. They will also lament the outdated — and inhuman — outlook of the past on the topic. Some thought leaders recommend cultivating talent and promoting from within. This is better than begging, pleading and constantly vying for outside talent that is on the other side of the fence. However, I found this creates a problem, as seen in the military establishment, of being top-heavy and the brass taking up too much space. You don’t need as many leaders in a “standard” organisation so much as you needed dedicated, skilled labour to make get tasks done. So, why have a top-heavy approach? Because everyone wants to feel valued, get more pay, and excel in life. I can see nothing wrong with that.

Here at Insanitek we’re doing something different. We’re not hiring staff, we’re hiring freelancers who want to excel in their own right for their own reasons. We look for people who have another goal in mind besides “just getting paid”. I don’t mind if they are just expanding their portfolio, learning new skills, or just using us as a creative outlet because their day job saps the life out of them. These things give them motivation to embrace life, learn new skills, break barriers, and excel at their passions.

My philosophy is not to mould someone into your image, but to give them the tools and space they need to craft themselves. People, regardless of age, should have the ability to tap into that inner curiosity and explore themselves while exploring their own craft — whatever it is that they chose. For example, my graphic artist, Rachel, is exploring what inspires her when she’s stressed to the max and her time is taxed. Alesi, my PR and marketing specialist is probing what we think to be the established psychological link between logic and heart — she knows things are shifting, to a more dynamic, heart driven world, but how can she tap into that help people build their dreams and businesses? Maria, my bookkeeper, is delving into ways that she can help the working poor bootstrap themselves out of their current situation. And soon we may have a new freelance writer, Rusty, who has his own passions and interests to explore.

As the owner and “overlord” of this company, I seek to tap into these individual passions to craft a community of genuinely curious leaders that are building a life they want for themselves while simultaneously helping clients solve their needs and having the willingness to share their insights and lessons gleaned along the way. This is the foundation that I have built Insanitek on, for a company is driven forward by the talent and innovation of the employees that make up its foundation.

And yes, we’re still hiring. 🙂

Feature image: French duel circa 1874.