We go to a doctor when we are unwell. What does the doctor do? First, the doctor asks us several questions on the state of our health, how we are feeling, etc. If required the doctor then asks to get some tests done such as X Ray or blood diagnostics and so on.

The same is true for a financial counsellor. When one goes to a financial counsellor to take investment advice, the counsellor first analyses the “as is” position – current earnings and current savings and then analyses our temperament – our risk appetite, our lifestyle etc. He then uses his knowledge of the various financial instruments, their behaviour, pluses and minuses and makes us recommendations.

In short any consultant or a counsellor does two things – one diagnosis and then prescribe solutions.

The same should be or is true for HR specialist. We are expected to diagnose and prescribe solutions to individuals and organisations. When an individual approaches a HR specialist for advice on career development, the HR specialist should be diagnosing the “as is” state of the individual’s career and its related aspects. These would include the kind of progress the individual has made so far, the capabilities one has built, the aspirations of the individual and so on. Then the HR specialist is expected to prescribe solutions for the individual. The prescription comes from the HR specialist’s knowledge of the talent market, the pros and cons of various options, industry analysis and so on. The prescription has to be tailor made to the individual’s psyche or personality and specific to the individual. What works for one will not work for another. For instance, one who is looking for security and stability and is risk averse maybe advised to look for options within one’s industry or even company.

1. Good analysis of the individual’s as is state – hard (for example achievements, experiences) and soft (temperament, aspirations)
2. Good understanding of trends and behaviour related to the market dynamics and
3. Tailor making prescriptions for the individual or organisations

HR personnel need to be real custodians of latest trends and market behaviour. In my view there is little conscious investment by HR folks in this area because of which they are not able to assert themselves in the same manner that medical professionals are able to do in the field of medicine and financial counsellors do in the field of finance. Talent should be nurtured as the core domain of HR folks and if they need to establish themselves as such then their richness, comprehensiveness and awareness of latest trends should be as it is for specialists in other fields.