You'll recognize these managers by the job requisitions they write. Worse, they can't estimate the time it will take a talented new hire to ride the learning curve to success. These managers fear the learning curve because they can't control it. In an effort to quickly beef up their non-existent bench, lots of na ve managers are writing overly narrow job requisitions that make it appear there's not a qualified candidate in sight. Thus the apparent candidate shortage.
Strong managers hire talented people and teach specific skills.
When filling a job, it's important to ask whether it's more efficient to develop a good worker than to wait for a highly specialized candidate to turn up. Any software manager worth his salt, for example, will tell you that a talented programmer can learn almost any language in relatively short order given the right tools and a stack of good manuals. Companies need to remember that employee development is a critical management function. Good job descriptions downplay specific skills and emphasize talent as the main requirement. A manager who can't hire a talented worker and develop him quickly is no manager.