Successful talent management focuses on the employee, not the processes!

talent management development

The buzzwords that describe the future of our world of work are as varied as the opinions about exactly what this future will look like. But one thing is clear: our work is increasingly influenced by social and economic developments such as flexibilization, digitization and globalization. Employees now place different demands on their employer than they did a few years ago especially the so-called Generation Y or Z. They want more say in the company, can no longer do anything with rigid hierarchies and demand an agile and self-determined way of working. Also on the wish list: A modern workplace with the latest technologies, which are often already known from private use.

However, many talent management strategies do not take this into account. While they all have the goal of attracting, developing and deploying people, the majority still believe that people are just resources to manage. The corresponding software solutions mainly serve to optimize processes. Haufe represents a fundamentally different understanding. The two groups of talent management providers at a glance:

1. The Haufe-principle: “People who do the right thing”

Talent management is the only discipline that focuses on the employee, his or her skills and commitment. Corporate management, especially human resources, must create a working environment in which employees can, can and will make their contribution to the success of the company. The willingness to give “everything” is largely determined by whether the employee has the right task and the appropriate room for manoeuvre. Correctly understood talent management therefore places trust in employees and involves them in decisions. This also increases productivity in the company. Not because employees work more or harder. It is because they work on the right things with competence, passion and personal responsibility. Talent management can only work if all those involved, i.e. employees, superiors and HR department, are the creators of this process. This is the greatest overlap between the demands of the job and the needs of the employees, the organization and the situation.

Haufe represents a European, employee-oriented approach in the tradition of Peter F. Drucker and the software is geared to this. It is crucial that a talent management solution is designed for end users. At the same time, it must correspond to the media habits of a digital society and based on common Internet applications be operable without training. This enables employees to play an active role in shaping their development within the company. In addition, the software must enable companies to collect, share and use “soft” value-adding HR data such as competencies, qualifications or goals without great effort. Employees must have access to critical company information and be able to assume responsibility for themselves and the company on this basis. Only software that pursues such a bottom-up principle ultimately leads to satisfied employees who also make the company successful. Talent management software that is intended to support Work 4.0 with all its facets must not be a purely administrative or a control instrument or expert system. On the contrary, it must support productive cooperation and the exchange of information between employees, superiors, personnel departments and also external partners and customers.

The Haufe-Principle: People who do the right thing

  • The idea: The source of success are employees who do the right thing.
  • The way: By involving the employees, the best fit between the needs of the task, the organization, the situation and the employees should be made possible.
  • The human image: Employees are involved in decisions as designers. Their potentials and talents are used at the point in the company where they make the best possible contribution to the success of the company.

2. “Scientific Management”: master of all processes

Payroll accounting, time recording or absenteeism management are typical processes in which standardization, automation and the avoidance of errors are the main concerns. For HR experts, processes and systems must be organized as efficiently as possible. Most talent management solutions have therefore been strongly oriented towards process optimization so far. However, strategic HR work does not only take place in the HR department. There are processes that are primarily responsible in the line. This includes hiring and assessing employees, deciding on development measures or nominating candidates for career steps. In soft, value-adding topics, it is necessary not to concentrate on 100 percent process optimization, but to limit oneself to the essential aspects. Employees in the line do not carry out the personnel processes for which they are responsible on a daily basis. For this reason, they must be organized as simply as possible and supported by systems that can be operated intuitively.

Scientific Management: Eliminate Inefficiencies

  • The idea: Processes must be optimally designed to eliminate inefficiencies. Mostly, staff departments are commissioned to create extensive concepts for optimization.
  • The way: One tries to standardize and automate processes. This is expected to lead to an efficient and trouble-free implementation of the defined concepts.
  • The human image: The human as a source of error should be eliminated by automation.

3. Successful talent management: the quote of quality?

Correctly understood talent management brings trust to employees and involves them in decisions. It responds to the needs of employees and enables them to work in the right place in the company. After all, people want to take on meaningful work so that they can be successful and recognized for it. And for the company, too, there is ultimately one thing that matters: the productive and meaningful cooperation of people. This is precisely where the future of talent management software lies: it must respond to the challenges and requirements of the new world of work, network people, support all employees equally in their work and enable them to make an individual contribution to the success of the company – according to their knowledge and skills. The previous idea of depicting a process defined in a small circle in the best possible way has become obsolete.

In summary, there are 5 prerequisites for successful talent management:

  • Voluntariness – Participation in measures is not a must
  • Flexibility – keeping processes and structures flexible
  • Focus – only display and use the relevant functions
  • Freedom – leaving room for unstructured information and self-organization
  • Fault Tolerance – Allowing and Learning from Errors

When HR departments take a good look at their talent management, they not only meet with broad acceptance from managers and employees who use a corresponding software solution. They also become active designers and support the cultural change in the company as important partners of the management. And this change from hierarchical structures to an open management culture is absolutely necessary in order to make teamwork effective, to promote the talents of each individual in a targeted manner and ultimately to secure the success of the company.

We should take talent management literally: It is about the talents of our employees and their best possible commitment to the company. To do this, we need to involve them. They themselves know their strengths and potential very well. In most cases, they themselves know best how they can make the greatest contribution to the success of the company. If they are involved, they can develop their talents and provide the greatest benefit to the organization.

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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