According to the study conducted by Mercer, a specialist in human resources consulting, almost all business leaders in United States anticipate major changes over the next three years.
These transformations require adapting the talent management policy to involve all employees in the process.
“In recent years, organizations have moved from anticipation to action to be ready to meet the challenges of changing work,” says Ilya Bonic, president of Mercer’s talent management consulting business. In doing so, however, they risk confusing employees with excessive change, ignoring values to which they are attached and inundating them with formalities.
The consulting firm interviewed more than 7,300 managers, HR managers and employees to identify the main talent management strategies to be used. Here are four of them whose common denominator is an increase in the power of people and technology in organizations.
Align today’s businesses with tomorrow’s skills
As AI and automation become increasingly important in the world of work, the challenge is to invest in the talent that will create the value of tomorrow or exercise responsibility.
The challenge for HR is therefore to build an integrated talent management strategy, an approach favoured by fast-growing French companies.
Building a brand that makes sense for everyone
In a world where social networks force transparency, there is no longer really any difference between a company’s public image and the value proposition it makes to its talents.
Today, successful organizations ensure that their brand resonates with all employees, regardless of their position in the company. “It’s about establishing a value proposition that fits the internal culture while attracting recruitment targets,” says Raphael Nicaud. Companies also have an interest in regularly assessing their value proposition based on employee perceptions and feedback, and in thinking beyond inter-generational or gender segmentation.
Improving work life
The quality and relevance of the daily work experience is essential to retain the best talent. According to the Mercer study, it is three times more likely that a model employee will join an organization that ensures rapid decision-making (72% versus 46%) and provides the tools and resources to effectively accomplish his or her mission (74% versus 24%).
Other high expectations are expressed, such as the personalization and simplification of professional development programs.
Driving change for and by talent
42% of French HRDs are involved in the planning of major change projects and 58% in their implementation.
On the other hand, only one in three HRDs participates in the idea proposal phase for transformation initiatives. “Managers are finally realizing the importance of the HR function in the transformation process,” says Raphael Nicaud.
A major obstacle still needs to be removed to encourage support for change, according to the HR managers interviewed: the lack of employee engagement and the decline in employee confidence, which are among the major challenges of 2019.