If a company wants to remain competitive and optimize its development in an increasingly demanding market, it must build up a pool of employees capable of meeting challenges and always striving to surpass itself. So, let us dare to say, for companies that have not yet grasped the importance of talent, one of the strategic priorities at the management level is expressed through a phrase that often comes up: talent management.
While competence is cognitive, talent is a natural propensity for each person, an ability that is easy to mobilize, a source of pleasure from the point of view of the activities performed, which usually leads to the success of its holder.
Notwithstanding the fact that competence and talent are both capacities specific to each employee, it is necessary to stress that their involvement is not conceived in the same way, and their management differs in terms of the goals sought.
The development of talent is one of the managerial aspects that should be considered essential. Contrary to what its importance requires at the company level, this subject is usually relegated to the background in terms of managers’ concerns. A study conducted by McKinsey found that nearly 50% of executives believe that managers are not sufficiently involved in talent management and development.
And for good reason, managers devote little time to it in view of the workload and requirements assigned to them. In fact, to the detriment of interpersonal relationships, for many managers, the recruitment and management of skills and talents remains the responsibility of HR.
Talent recruitment: a managerial task!
“I have clearly defined the profile I need for my future campaign, it is up to them to find the candidates who would fit with that”, “Recruitment is their business, we have to share the tasks, right? “… So many sentences expressed by managers to relieve themselves of the important role they should play in the recruitment process of “their talents”.
Many managers consider that the recruitment process remains the allocation of HR, or the recruitment firm, if this operation is outsourced. Far from it, because even if the implementation of the process is the responsibility of the HR department, it is the manager who will be in charge of the person he will have to manage and for whom he is looking to recruit.
Mainly, it is the manager, as the operational manager, who is aware of the skills and experience he needs in his team. If it is as a replacement for the position left vacant following his promotion that the manager is seeking to recruit, the targeting of the profile is entirely within his competence since he must be fully aware of the attributes of the function, the qualities required to carry out the missions, in short all the information necessary for the activities to which the candidate will have to commit himself.
Evaluation, at the heart of talent management
For HR, talent management aims to improve processes for 3 objectives: to make them more fluid, more flexible and to optimize them.
On the other hand, for the operational branch, talent management requires the implementation of appropriate methods and tools to attract, retain and develop the company’s human capital. That’s where the manager comes in.
Through a good evaluation of the human resources that make up his team, the manager will be able to get a clear idea of the capacity of the employees around him. A good manager must be fully aware of the working environment and the interactions that exist within his team. In addition, they must have an idea of the success and blocking factors that they must take into account in order to carry out the projects they have been asked to carry out.
In knowledge of the strengths and weaknesses of his team, the manager will be able to distinguish the qualities that the selected candidates must have, according to the missions that will be assigned to them. For managers from the competition, they will also have information on potential employees, who may have to join their teams.
A manager who is properly supported in getting to know himself better and in self-assessing himself will be aware of his own qualities and shortcomings, his strengths and limitations. In order for collaboration to be efficient and effective, he will then have to take these points into account in order to optimize the constitution of his team, by adding collaborators whose skills, style and personality benefit the whole, which will then be improved in its functioning.
Supporting managers for better entrepreneurial performance
Very often, following promotion, a manager does not receive support or advice. He must also learn on his own, using his experiences to develop his skills and competences, including in the context of evaluation processes. However, this gap has a direct impact on the company in that the newly promoted manager, and also those who are older in the position, have ready-made ideas on how to approach things.
Also, we must not question a team that lacks diversity, as much the lack of reference points and support affects team management: diversification of profiles, which can range from the allocation of positions of responsibility to women to a mix between profiles from start-ups and large groups working together or the integration of self-taught people who are capable and have proven their worth.
The HR department and managers must work together to avoid any risk of lack of coordination and information sharing. What would be detrimental for the entire company is that prejudices take over in HR processes.
Indeed, “competence” and “experience” are two different things although they both work towards the same goal: by favouring the candidate who has held the position closest to the one to be filled, one is exposed to a bad choice, to the detriment of the one who has the sufficient motivation and real potential to progress quickly and reach the desired level.
It should be recalled that for 52% of HRDs, inadequate recruitment has a negative impact on the performance of managers and their teams, who must then make additional efforts to support the resources concerned.
Talent management: a two-way process
For the manager as well as for candidates and employees, the challenge of evaluation is twofold. For the manager, it is an exercise, necessary to locate and understand the capacities and skills of his team.
At the level of candidates and collaborators, it is a way of apprehending and identifying their main interlocutor. The manager must then be able to know himself enough and play the game, in order to allow his recruits to deal with him in order to collaborate effectively for the good of the whole team.
It will then be up to the manager to establish the rules and practices within his team. This will allow him to establish his brands in relation to the collaboration he expects from his team members, to establish a framework for relevant and effective exchanges.
This openness will allow candidates and collaborators to choose whether or not to comply and adhere to its methods, to understand its motivations, allowing them to make the most of teamwork and enjoy working.