Until artificial intelligence relieves us of work, it is still the human factor that remains the success factor of organizations. Identify, attract, evaluate, develop, retain: establishing a talent management policy does not tolerate improvisation. On the contrary, it is by anticipating both the needs of the organization and those of the talent that the subtle balance underlying a high-performance structure is achieved. And it is by involving all available forces that we move from a simple process to a new virtuous state of mind.
Akoya supported us in the key step of harmonizing the language at the international level, on the one hand for the evaluation of talents and on the other hand in order to constitute the common repository of functional families.
The robot is good, human is better. And organizations make no mistake: they invest heavily in attracting, developing and retaining the best. Those who will be able to make a difference, or even change the game. However, a talent management policy cannot be improvised. To avoid missteps, let’s keep three main principles in mind.
Rather than spending astronomical sums of money on retention plans when a talent drain is detected – often too late – it is better to smooth out your efforts by taking a proactive approach. The organization’s needs to get structured so they always act upstream of requests: a talent that is in demand is symptomatic of a broken system.
Balancing supply and demand
Then a clever alchemy must take place. It is a question of balancing the demand for talent in positions deemed critical to the organization on the one hand, and the supply of available talent on the other. If demand exceeds internal supply, external sourcing will be required. In the event of a potential excess of talent, the organization must arbitrate between the possibility of creating tailored opportunities and the risk of losing talent that lacks opportunities.
Talent management should not remain the preserve of the HR function, quite the contrary. It is by involving all employees, let alone managers, that the organization has the best chance of success. Bringing out and developing talent is gradually becoming everyone’s business, eventually becoming part of everyone’s mindset until it crystallizes into the organization’s culture.
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