Why do SMEs also have to take care of their talents?
While large groups can provide themselves with the means for effective talent management, high potential and succession management by creating managerial lines and expertise channels to attract and retain critical talent to their core business, SMEs must make choices based on limited resources.
Small business means small people. When a company’s know-how is based on a few employees, each resource, taken individually, becomes a critical skill. And when one of the employees is no longer able to perform his or her duties, the entire company is threatened. This is why it is essential to pay particular attention to it and to initiate a reflection on the management of key competences.
Moreover, in times of crisis, what makes a company attractive to talented people and young graduates is the security and development they can expect, as well as the career development prospects and the way in which this process is part of a tangible management commitment. When talent management is put in the background with old-fashioned management, this has an impact on turnover as well as on individual and global motivation.
In a different context, what customers are looking for in their collaboration with an SME is first of all expertise but also great flexibility. These elements must be reflected in talent management and among other things in the skills development process making employees as expert and agile as the structure that employs them.
Positive differentiation for SMEs is therefore a management of individual key competences that will produce a true unique and differentiating collective competence.
What are the obstacles to the effective implementation of good HR talent management in an SME?
There are many different types of brakes. First of all, HR professionals are generally “stuck” in the daily and administrative management of the company’s Human Resources. Thus, they rarely have the opportunity to look up and ask the right questions, but more ironically, even if the right questions are asked, these HR professionals generally do not have the time or human and financial resources to change the situation.
Consequently, in terms of Talent Management, very often the Chief Executive Officer remains the only real actor. But unfortunately, here too, his availability is reduced on the subject and his priorities are often elsewhere.
Because in the collective unconscious (at least that of SME managers), the idea of adopting a talent management solution is necessarily long, time-consuming and costly. Wanting to avoid the cumbersomeness of the installation, which they consider rather suitable for large groups, they are often led to create their own tools by “reinventing the wheel”.
Negligent that in terms of talent management, what matters is not the high specificity of the tool, but the use made of it and the outcomes that flow from it.
Which solution should be recommended for SMEs?
SMEs must stop multiplying tools and adopt a unified platform from the start, such as the HR software MonPortailRH, which focuses on skills, implements best practices and can be fully deployed in less than 6 months via an agile deployment methodology based on a logic of quick win, linked at a fast pace.
Thus, with this first structuring step completed, SME managers will be able to start delegating, within a flexible and secure framework. The HRD will have the opportunity to focus on the core of effective talent management, without dispersing and will quickly benefit from the unified model of real relevant dashboards, crossing the different HR dimensions and conducive to informed decision-making.
From a financial point of view, it is necessary to opt for a cost model adapted to the use and low budget of SMEs in which the initial investment is almost zero. Pooling is also a key factor in reducing costs, which SMEs should not deprive themselves of.
How can we implement a global approach in less than 6 months?
First of all, by choosing the right partner, HR and business expert, he will be able to make recommendations without unnecessarily mobilizing the SME’s resources.
Then by adopting a pre-configured “turnkey” solution, with competency models adapted to the business, off-the-shelf training content and key processes reflecting the best HR practices in the sector.
The SME will thus obtain sound foundations on which it will be able to build its own talent management policy and introduce its specific features.
What are the tangible and short-term benefits that an SME can derive from this solution?
For companies with 50 to 1000 employees, a “turnkey approach” including consulting, technology and support is the fastest and most effective to implement.
In the end, we find a better agility for the company which can quickly evolve and respond to requests by being aware and informed of the skills within its teams. Greater agility also for employees who are getting used to being more proactive in their training and career development.
This plays a major role in terms of motivation and allows an immediate and strong impact on productivity while reducing the turnover of good employees.