"For A data-entry operator to become the lynchpin of a product launch is striking performance indeed"' Ramamurthy Sankar, Country Manager, Mercer HR

Sandeep Sehgal's dilemma is not uncommon. Finding the right fit between employees' career aspirations and the opportunities available is a key issue in talent management.

Clearly, Shakorika is a top performer. Undeterred by her modest academic credentials, or perhaps because of it, she appears to be determined to do well. For a data-entry operator to become the lynchpin of a product launch is striking performance indeed.

Whether or not Shakorika's expectations are unrealistic, given her recent promotion as Sehgal's pa, is irrelevant. The key issue is one of setting and managing expectations.

First, Sehgal must apologise to Shakorika for his undignified outburst. Next, he should tell her how much he values her contribution, remind her of the promotion she has received and assure her that as soon as possible after this important launch, he would talk to her to address her career aspirations.

Recognising, however, that there are limits to what he can do for Shakorika, Sehgal must raise the issue of talent acquisition and retention within the company. Within the constraints posed by its recruitment and promotion policies, Isbelladona can do many things to recognise and retain good talent, such as:

• Helping Shakorika go to B-school
• Offering multiple career paths to different talent pools.
• Putting high performers on a fast track or on special assignments.
• Seconding high performers to Toledo.

There is a strong case for putting in place a robust talent management process at Isbelladona.

It is clear too that Sehgal sees Shakorika as a threat. Will she outshine him? She may. Sehgal must realise that true leadership is about acquiring and retaining employees more talented than oneself, and harnessing their potential to achieve organisational goals.

Lastly, it may be that Sehgal's relationship with Shakorika goes beyond the purely professional. If this is the case, the two of them should, as mature adults, identify where their individual and collective interests lie, and work towards an arrangement that minimises the pain and hurt to themselves, their families, and to Isbelladona.

"It is better to clearly define the team objective, with defined deliverables for every person" Ramesh Sharma, Vice President (HR), Whirlpool India

Sandeep Sehgal seems to be caught in a situation where he wants to be nice to everyone and maintain the status quo.

His new product launch seems to be critically supported by Shakorika, but he wants to get away with giving her just token recognition, which is inadequate for her aspirations. He is also probably concerned over whether his contribution would get diluted in this process.

In an initiative like this, it is always better to clearly define the team objective, with defined deliverables for every person. This way, any outstanding individual contribution gets automatically noticed, accepted and appreciated.

As a manager and a leader, it is important that Sehgal does not feel threatened by competent subordinates, but works with them in a collaborative mode rather than being competitive. What he should probably do is be upfront about Shakorika's contribution in the success of the new launch, and use that as an example of her quality of mind, despite not being a B-school graduate. He should work towards enhancing her acceptability; by allowing her to work on similar projects with other colleagues on clearly defined stretch goals, so that if she consistently delivers, there is a strong case for absorption in a suitable role in marketing. Simultaneously, he could work on a company sponsorship to a recognised and acceptable management programme.

This way, Sehgal would come across as more genuine in recognising her contribution, provide her a meaningful career and at the same time not defy the organisation's norms on academic requirements. Rewards such as a bonus ticket to Disneyland would look shallow and may actually cause resentment instead of motivation. Workplace relationships should be adult-to-adult and not parent-child.

Lastly, we have to keep in mind that senior management is keenly observed by people and they have to be conscious of their thoughts, deeds, and words. It is very important that the manager-subordinate relationship is perceived as transparent and professional. This is all the more crucial when there is an added dimension of gender diversity. Leaders have to be very watchful that they are not sending signals, even unknowingly, to the environment that provide fodder for gossip.

• To sum up the learning from this case:
• Nurture natural talent
• Collaborate and not compete with capable subordinates
• Ensure talent acceptance through adopting cross functional career paths
• Be upright and professional with superior-subordinate relationships.

"If Sehgal publicly recognises Shakorika's contribution, he will be helping both their causes" P. Dwarakanath, Director (HR), GlaxoSmithKline India

Sandeep Sehgal is the marketing hero of Isbelladona, a supposed 'guru' at understanding the customer psyche, who has understood the market's need and championed the launch of a product that will be a clear winner. This is an image, which Sandeep knows is more created and hyped than true.

Before we proceed, we need to keep in mind that jobs in such an organisation are evaluated and mapped. Every job has a certain scope within which the incumbent is supposed to function.

Shakorika was a data-entry operator, and Sehgal appointed her his personal assistant. This was in recognition of her ability. But he did not take cognisance of her slowly-rising expectations.

He has also not been honest in acknowledging her contribution. He needs to publicly share her role in developing the concept and understanding the customer psyche. What he needs to understand is that if he publicly recognises her contribution, he will help both his and her cause.

On one front, it will end rumours about his relationship with Shakorika. Everyone will understand why her opinion is important to him.

On the other hand, it will help everyone recognise her ability and skills. The organisation stands to lose these skills, and Shakorika could contribute more than what her present role allows her to. This will also allow the human resources department of the company to take 360-degree feedback from others and help meet Shakorika's expectations.

Yet, Shakorika also needs to understand the importance of a professional qualification for a long-term boost to her career. The company's hr department needs to go by the philosophy of 'grow your own timber'.

This is clearly an issue of managing expectations and role clarity. Managers need to be clear on how to manage expectations and aspirations. Managers, along with hr, need to ensure that these are practical and realistic.

Every employee needs to be aware of not only his abilities, but also the perception others have of him or her. Then he or she needs to be aware of what the organisational standards are for a job and the gaps between these and the employee's ability.

This will help the employee work on areas that need improvement and help managers guide employees to meet aspirations.

"It is important for Isbelladona to put in place a process that ensures the right person is in the right job" Michael Griffin, CEO, AchieveGlobal India

There seems to be a strong need for a coaching culture at Isbelladona. This involves communicating clear expectations to the employee while assigning a task, continuous feedback, and a well-defined developmental plan. Sehgal has been opportunistic in utilising Shakorika's capabilities without taking her needs and aspirations into account. He has depended too much on his pa and has not plugged his own knowledge and skill-gaps.

He should have a coaching conversation with Shakorika where he should clearly explain organisational realities to her without putting down her contribution. During this dialogue, he should appreciate her efforts and adopt a win-win approach. It should focus on solutions rather than finger-pointing.

Sehgal may not be capable at this stage of having such a discussion due to emotional involvement. He can enlist the help of his boss and the hr unit. It is better for Sehgal to do this proactively rather than wait for an outburst from Shakorika.

This incident also highlights the fact that Sehgal's boss may not be coaching him adequately. Sehgal may need training on developing marketing competencies as well as basic man management skills of giving recognition and feedback.

It is important for Isbelladona to put in place a process where the company can ensure that the right person is in the right job and also provide employees the resources they need to succeed.