20 December 2018
Yesterday, we were looking for skills based on diplomas and experience. Today, it’s all about “talent:” uncommon, strategic skills that constitute competitive advantage and high potential for the company. It is a valuable resource that the Human Resources department must detect, attract, and retain.
“Human Resources must be able to provide services and measure employee satisfaction. Because talent is first and foremost. “
Strategic know-how for Human Resources
Be it in-depth expertise in a specific field or great versatility, talent can take many forms; but it will always influence the success of an organization through dynamism and innovation. Two essential facets in a context of rapidly changing economic environments. This paradigm shift from skill to talent is driven by newer, more demanding generations.
“Generation Y and Generation Z should be considered internal customers,” says Lina Bernal, Keyrus Management Regions Change Management, Management and HR Manager.
“Human Resources must be able to offer them services and measure their satisfaction. Because talent is first and foremost. Using this approach, the company will reduce turnover, retaining and maintaining the loyalty of its best human capital.
Detect and attract the best talent
Talent management requires attracting future employees who will achieve high growth and those that bring together skills and leadership. This goes through two axes: attracting the best profiles, and detecting the potential of profiles with dormant talent, but with a real margin of success. The Human Resources Director or CPO must, however, know exactly what talent the company needs in order to bring it into line with its objectives. A mission that requires the participation of both general management and operational departments. Their efforts must also focus on the employer brand, a crucial lever of attractiveness. “It must reflect its DNA,” adds Lina Bernal.
“The employer’s brand are the strong values of the company to which an employee can adhere, their identity. It is a communication tool to encourage talent to join, but also a management tool throughout an employee’s life cycle. “
The employer’s brand makes it possible to value and optimize the visibility of the company, in order to give itself every opportunity to bring in the best candidates. In the recruitment phase, a “talent” approach will consist of testing them to obtain more detailed data than a CV or an interview can provide. Exposing the candidate to a real-world exercise could be key: it allows their interest in the company and position to be effectively measured. From top to bottom, it is possible to measure their satisfaction and expectations and contrast them with corporate development: when is it time to change their role to be more prosperous and efficient? Do you have the tools to track and manage your people?
Retain only the best
Employee development is the primary prerequisite for their commitment and productivity. By considering human capital as an internal client, the HRD must anticipate the needs of the team. This happens first and foremost with good integration. A good onboarding program plays on both sides (technical and human) to show to the recruit more than a job: a corporate culture, particularly by promoting exchanges with new employees; this all begins internally through channels of communication and tools that allow teams to integrate.
An American study by the Academy of Management (4) revealed in 2012 that employees with a structured onboarding program were 58% more likely to stay after three years. Beyond, the company must ensure the personal development of talent to keep them hungry. It is this “autonomy and training” cocktail that enables their ability to learn from experience but to also develop skills according to their aspirations. “HR must constantly follow their talent,” Lina Bernal admits. “It must coach and objectify managers but maintain a regular link with employees to consider their opinion and propose appropriate career changes. ”
Build employee loyalty, add value
The purpose of talent management is to retain the best, those whose performance acts as a catalyst for teams, and whose impact exceeds expectations and helps the corporate strategy shine. It requires empowerment, that is, empowering the employee to fuel engagement as well as accept their initiatives and possible errors. It is rewarding them to the height of their profitability, by setting objectives that call for rewards. It is also offering intelligent mobility, taking expectations into account. “Career development can be vertical but also horizontal,” suggests the expert in Management and HR Keyrus Management Regions. “It’s an opportunity to learn new skills and bring new ones to a new service. Talented profiles are often atypical and are in search of challenges. ”
In a context where one’s work life is increasingly competing with one’s personal life, well-being at work is another parameter to be monitored to ensure the loyalty of its top talent. In 2018, 92% of employees in found work-life balance important, according to the Barometer OPE (5) of the reconciliation between professional life, personal life and family life. More than half (53%) even consider this topic “very important”, while 60% consider that their employer “does not do many things” to help balance this. 42% consider the possibility of adapting work schedules to accommodate parental constraints a priority; 40% favor flexibility of the modalities and working hours; and 27% benefit from the implementation of remote work. In addition to remuneration, HR must provide services around issues such as telecommuting, support for families or activities. Attention and benefits help maintain the employer’s brand.
Find out more about how to better manage your workforce from hire to retire, with a modern Talent Management Suite designed to fit your industry best practices.