In the competitive world of textiles and apparel, talent is a precious resource. Managers at Page Industries, like those in many large organisations, have long grappled with the temptation to hold onto their best people, creating a phenomenon known as “talent hoarding.” But rather than succumb to this instinct, Page Industries has chosen a different path: a talent-first culture that prioritises internal mobility over retention at any cost.
The company’s approach is simple yet profound. It starts with the belief that sustained business growth is driven by the development and movement of its people. “We recognise that the expertise and experience our people bring are invaluable,” says Ravi Kumar, chief people officer, Page Industries. “That is why our philosophy has always been to prioritise internal talent whenever roles open up, ensuring that our people are not only growing within their current roles but are also being prepared for future opportunities that may arise.”
This commitment to internal mobility is woven deeply into the fabric of Page Industries. The company has established a system where internal candidates are given priority for new roles, considering external recruitment only when internal options are exhausted. This approach not only boosts employee engagement but also fosters a sense of loyalty and commitment among the workforce.
But it’s not just about filling roles. Page Industries is focused on cultivating a workforce that is constantly evolving. “We use development centres to help our colleagues learn new skills and prepare for future roles that may not even exist today,” Kumar explains. In an industry that is constantly changing, this proactive approach ensures that Page Industries remains ahead of the curve.
“We recognise that the expertise and experience our people bring are invaluable. That is why our philosophy has always been to prioritise internal talent whenever roles open up, ensuring that our people are not only growing within their current roles but are also being prepared for future opportunities that may arise.”
Ravi Kumar, chief people officer, Page Industries
Talent hoarding, Kumar notes, often stems from a narrow mindset where managers believe their teams are the sole beneficiaries of top talent. To shift this perspective, Page Industries has implemented a net promoter score for leaders, measuring their willingness to promote talent mobility within the organisation. “We want to align our leaders with the company’s talent-first objectives. This score will help us identify areas where we need to reinforce this mindset,” Kumar says.
The company’s philosophy is clear: talent belongs first to the organisation, then to the team, and lastly to the function. To facilitate seamless internal mobility, Page Industries has established targeted programmes for talent development. One key initiative involves performance management and assessment centres, where employees are evaluated not only on their results but also on specific competencies identified for different levels. “This dual assessment allows us to identify individuals excelling in both areas, forming our potential talent pool,” Kumar asserts.
High-potential employees are then placed on a separate track with targeted development opportunities. For instance, in the sales function, employees undergo rigorous assessment and development to hone their strengths and prepare them for more complex roles. These programmes also encourage cross-functional movements, broadening the scope of internal mobility. Kumar recalls an HR professional who transitioned into IT, playing a pivotal role in implementing a human resource management system. “This kind of cross-pollination of skills is incredibly valuable,” he emphasises.
To ensure employees are aware of internal opportunities, Page Industries has established clear processes where every vacancy is posted internally first. Employees are also supported through career-development conversations with their managers, aligning their aspirations with potential growth paths within the company.
The shift to a talent-first culture, however, is not without challenges. Resistance from managers, hesitant to release their top performers, is a common hurdle. Page Industries addresses this by fostering a mindset shift among its leaders, driven by the senior leadership team. “Our senior leaders are very open-minded. They come from diverse backgrounds and have experience across multiple functions. They understand the value of cross-functional expertise and are actively encouraging talent mobility,” Kumar acknowledges.
Senior leaders are not only identifying who within the organisation can take on new roles but are also questioning why certain individuals haven’t been considered. This approach encourages managers to think more broadly about talent and to consider employees for roles they might not have originally contemplated.
Shifting from a team-first to a talent-first culture requires time and effort. “Managers aren’t wrong to want to hold on to their top talent, but we need to see it from a company point of view,” Kumar reflects. Page Industries is setting a strong example of how organisations can tackle talent hoarding and promote internal mobility through strategic initiatives, mindset shifts, and leadership support. “When talent flows freely across the organisation, everyone benefits,” Kumar concludes.
