Three centuries in a month and moving forward: #Italy, #EU, and #COVID19 - 8. Building human capital
- Category: Diritto di Voto / EU, Italy, Turin
- Published: Wednesday, 08 April 2020 18:50
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8. Building human capital
(Reference: #talent #attraction and #retention within a #data - #centric #society)
A first cultural element that we should lose is "not born here": not being Italian, or not being of Italian ancestry, does not affect the ability to contribute to the Italian community.
As I wrote often, while living in Turin between 2015 and 2018, routinely I met with foreign university students, notably at the Turin Polytechnic.
More often than not, they appreciated what and how they were studying, but had no intention of remaining in Turin or Italy.
It wasn't just a matter of salaries (albeit, if other countries offer three times as much, probably that could make a difference), but mainly of opportunities.
Over a decade ago, e.g. engineering students from India said that they wanted to move to USA, as they considered that there were more opportunities there.
Recently, those I talked with were focusing on Germany.
Talent development and retention is what many talk and write about.
Or: developing "human capital", and then keeping it.
But in our complex world, notably in a country where we lack large companies, talent development is closely connected to talent attraction- i.e. finding reasons and ways to attract talent from organizations able to develop the talent needed to... act as a catalyst to develop further organizational and "technological" (i.e. domain-specific) talent.
As an example, one good manager able to structure the work of few can also help some of them develop into further managers, instead of just keeping them busy.
In my old times on Decision Support Systems, the idea was also to introduce a transition from "gut feeling management" toward "data-based management".
Starting with few, and then using those few to "seed" a cultural (and not just and organizational) change.
Yes, talent attraction, development, management, retention are actually working along a kind of "knowledge epidemiology".
In the 1980s in Italy, it was still an exception, but in our data-centric early XXI century, notably to restart while consolidating lessons derived from this first quarter (and probably also the second quarter) of 2020.
I posted in the past few articles, but you can read the article from January 2020 where I shared both few pointers and few ideas.
Even before the current lockdown, Italy was late on preparedness in its transition towawd a data-centric world.