From science to psychology, skilled performers from poor nations immigrate en masse to richer, more developed nations. Social scientists began to recognize this trend in the 1960s and nicknamed it "brain drain." Some countries see as many as 80% of their post-secondary graduates choosing to live and work abroad.

Brain drain deprives third world nations of the human potential necessary to improve and advance their societies. Yet, who can blame these talented individuals for moving elsewhere to pursue higher pay, better working conditions, and access to superior resources?

On a smaller scale, the business world mirrors the global labor market. Top talent migrates wherever it is best compensated, equipped, and developed. In the competition for the finest workers, companies cannot ignore the need to attract high-capacity employees.

How can an organizational climate be created that lures rather than leaks top talent? In his article, Talent Development: the Architecture of a Talent Pipeline That Works, Jeffery Gandz looks at ways businesses can avoid brain drain and appeal to the best and brightest potential employees.

According to Gandz, businesses with a steady flow of talent into their ranks practice the following principles:

"Zero-Talent Outages"

Talent-conscious companies always look to develop a pool of capable employees to replace retiring or transitioning workers.

"Succession not Replacement"

Companies with an eye for talent look beyond filling the gap created by a departure. They view each opening as an opportunity to find an even better worker to step into the role.

"Reputation as a Talent Magnet"

"Talent can recognize other talent." Peak performers are attracted to an atmosphere in which they can sharpen their skills by interacting with talented peers.

Gandz also warns against pitfalls that can clog the talent pipeline:

Resist the temptation to trim training and development budgets.

When the financial squeeze is in effect, don't drain your training allowances. As Gandz writes, "Training and development is usually the first casualty of budget cuts," and its absence robs a company of vital human potential.

Dodge the deep freeze.

When a company's coffers grow cold, the temptation can be to suspend all hiring until a more lucrative season. While limiting new hires can be wise, inflexibility can cause an organization to miss out on prospective all-stars.

Prune low potential personnel.

Why waste valuable training and resources on dead-end individuals? Tactfully terminate employees with limited capacity and no signs of growth

Taken  from Ideas expressed by Jeffery Gandz

Prof.Lakshman Madurasinghe MA.,MS(Psy).,PhD., Chartered Fellow CIPD-Lond

Consultant Psychologist/Attorney

Web http://lmadurasinghe.googlepages.com