Talent Management

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.

Anticipate demands

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 organizations need 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.

Sharing responsibility

Talent management should not remain the preserve of the HR function, quite the contrary. It is by involving all employees, and especially 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.