A strategic issue in the hands of Human Resources
Extensive expertise in a specific field, or great versatility: talent can take many forms, but it is in any case a factor of success for the organization, bringing dynamism and innovation. Two essential aspects in a context of rapid change in the economic environment. This paradigm shift from competence to talent is driven by the new generations, which are more volatile and more demanding too.
“Generation Y and generation Z must be considered as internal clients,” says Lina Bernal, head of the Change Management, Management and HR practice at Taplow Group.
“Human Resources must be able to offer them services and measure their satisfaction. Because talent is first and foremost involvement. “It is with this approach that the company will reduce turnover, by retaining and retaining its best talents and human capital.
Detect and attract the best potential
Talent management requires attracting future employees who will achieve high growth objectives, those who combine skills and leadership. This involves two axes: attracting the best profiles, and detecting the potential of profiles whose talent is dormant, but whose margin for progress is real. However, the human resources manager must know precisely what talent the company needs to align it with its objectives. A transversal mission that requires the participation of senior management and operational departments. Its efforts must also focus on the employer brand, a crucial factor in its attractiveness. “It must reflect his DNA,” adds Lina Bernal. The employer brand is the company’s strong values to which an employee can adhere, its identity. It is a communication tool to encourage talent to join it, but also a management tool throughout the employee’s life cycle.
The employer brand makes it possible to enhance and optimize the company’s visibility, in order to give itself every opportunity to attract the best candidates. During the recruitment phase, a “talent” approach will consist in subjecting them to tests to obtain more detailed data than a CV or an interview. A simulation does not lie and makes it possible to judge on the basis of documents; submitting the candidate to a practical exercise also makes it possible to measure his or her real interest in the company and the position. However, the detection of potential must not forget the company’s human capital: the annual interviews must make it possible to reveal a talent in certain elements that only needs to be expressed. By taking a step back and taking a step up, it is possible to measure your satisfaction and expectations, putting them in perspective with the company’s development: is it time to change roles or services to be more fulfilled and more efficient?
Retain the best elements
The development of an employee is the essential prerequisite for his or her commitment and productivity in turn. By conceiving human capital as an internal clientele, the HRD must anticipate the needs of teams. This requires first and foremost a good integration. A good onboarding program plays both sides (technical and human) to transmit to the recruit more than a workstation: a company culture, by encouraging exchanges with new employees.
A U.S. study by the Academy of Management revealed in 2012 that employees with a structured on-boarding program had a 58% higher chance of remaining in their company after three years. Beyond that, the company must ensure the personal development of a talent to keep it alert. It is the “autonomy and training” cocktail, to allow him to learn from his experiences but also to develop his skills according to his aspirations. “HR must constantly monitor its talents,” says Lina Bernal. To do this, it must coach and objectify managers, but maintain a regular link with employees to take their opinions into account and propose appropriate career development.
Retaining employees to provide the best added value
The purpose of talent management is to retain the best people, whose performance acts as a catalyst for teams, and whose impact goes beyond the result and shines through on the company’s strategy. This requires empowerment, i.e. giving power and responsibility to the employee to stimulate his commitment. It means accepting your initiatives and any mistakes you may have made. It means rewarding it according to its profitability, by setting objectives that require rewards. It also means offering intelligent mobility that takes into account their expectations.
In a context where professional life is increasingly challenged by personal life, well-being at work is another parameter to watch over to ensure the loyalty of your best people. In 2018, 92% of employees in United States found the subject of balanced working hours to be “important”, according to the OPE barometer on the reconciliation of professional, personal and family life. More than half even consider this topic “very important”, while 60% consider that their employer “does not do much” to help achieve this balance. 42% of them consider as a priority the possibility of punctually adjusting working hours according to parental constraints; 40% recommend flexible working arrangements and hours; and 27% benefit from the introduction of teleworking. In addition to remuneration, HR must provide services around issues such as teleworking, family support or activities. Attentions and benefits help to maintain the employer brand.