Talent management, a decisive issue for companies

talent management human resource consulting

Talent management became the new challenge for companies in 2019. After attracting or developing talented profiles, their loyalty has become the new spearhead of Human Resources. The development of the employer brand is more than ever a priority in the face of the volatility of the most qualified employees. In this digital age, the talent war has some surprises in store for us!

A global awareness in companies

The notion of “talent” has developed over the years in the most innovative companies in the world. Sometimes defined as simple profiles and sometimes as precious stones, talents have the ability to revitalize companies as long as they support them in the development of their potential.

To acquire talent, it is not always necessary to recruit, it is simply necessary to know how to observe and exploit the potential of your teams.

Today, all structures are affected by the need to retain their talents. These atypical profiles quickly lose interest if their curiosity is not kept alive. They are particularly volatile, which is why talent management is a particularly dominant issue.

The 2015 ANDRH barometer indicates that 71% of business leaders consider talent management as a key performance factor. This shows an awakening of awareness and a step forward in the development of talent in companies. However, there is still some way to go, since only 40.5% of companies that have a talent management policy apply it to all categories of employees.

This distinction between workers in the same company can be detrimental to the overall employee experience. The lack of consideration of certain employees can generate inequalities and create detrimental profiles internally.

To maintain satisfaction indicators at the highest level, it is necessary to give the same consideration and potential to all employees.

Talent management, several methods of identification and evaluation

Each company has its own approach and vision for good talent management. It is difficult to say which methods are the most effective in managing your talents on a daily basis. The size of the company, the sector of activity or even turnover are all parameters that can influence the skills management policy to be implemented.

To identify and assess talent, both internally and externally, there are a few processes that have been proven to work:

The Assessment Center: a new practice that consists of conducting individual and group tests on candidates in the recruitment phase. These tests, organised internally or in dedicated centers, make it possible to identify the potential of each profile and thus analyse the match with the company’s needs.

Individual interviews: mandatory for many companies, these moments of exchange are sometimes integrated into the talent management process. These interviews are an opportunity to establish honesty and transparency with employees in order to gain a glimpse of their hidden skills. It can also allow newly acquired talents to express themselves freely.

Staff review: this collaborative and social meeting aims to take medium- and long-term decisions for the company. Involving employees at the same level as managers, personnel reviews help to unify employees’ aspirations and the company’s needs. It is an excellent opportunity to generate commitment and unite teams around the company’s common objective.

The best ways to keep talent motivated

Training is still the best way to develop talent in companies today. It is indeed an effective tool to challenge talents and take them out of their comfort zones. It is also a way to increase their skills. Cultivating your potential and applying your skills is what a talented person is looking for in a company today. The ideal with talent training is of course to be able to develop skills that are useful for achieving the company’s objective.

Talent is very sensitive to the versatility of his skills and therefore he expects his position to allow him to apply this versatility. The development of tomorrow’s talent begins today by opening up the field of possibilities. Forcing a “multi-potential” to do only one task would be tying him up and pushing him out. Talent must be treated with flexibility and open-mindedness, transverse missions are good ways to give it more scope, while serving the company’s interest.

Corporate projects are real drivers of commitment and motivation for talent management. Gathering a team around a social or solidarity project is an excellent opportunity to involve employees in the company.

Gains and obstacles to talent management

Talent management policy is more or less easy to implement depending on the company. According to companies that have not taken the plunge, the main obstacles to talent management are as follows:

  • Lack of budget to implement new processes, or to recruit.
  • The lack of human resources to create and implement this talent management policy.
  • Too low a turnover to be able to recruit external talent
  • The lack of tools to assess and support talent in its development
  • Lack of involvement of managers
  • The cultural barrier (resistance to change) to this type of policy.

These obstacles identified by some companies are sometimes refutable. Too low a turnover, for example, is actually a quality for a company. This means that it manages to retain its employees, so that they feel good there. It would then be necessary to analyse the skills and aspirations of the teams in place to bring out dormant talents.

A talent management policy must be able to adapt to the structure in which it is implemented. It is not necessary to be a multinational company to succeed in bringing its employees together. In addition, the benefits of talent management on companies are so impressive that it is sometimes necessary to provide the means to do so.

To conclude, and as mentioned throughout this article, here are the 3 major advantages to the implementation of talent management in companies:

  • A better engagement of employees, and consequently, more well-being in the company.
  • A better match of skills with the company’s needs, and therefore better results.
  • A better calibration of employees’ skills and aspirations with the requirements of the positions.

Published by Dave John

Decade of work experience in leadership consulting with strong focus on talent acquisition & assessment across different industries and geographies.

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