Organizations faced a new challenge due to the global financial crisis, which also impacted how they adapted their talents. Frequent topic business leaders tried to resolve was ensuring and maintaining growth in a constantly changing and challenging environment that is difficult to predict.
Following our short survey among #HR Leaders in the #CEE #region, organizations understand that talent shortage in specific hard-to-fill jobs needs a different approach. Most of the organization develops and retains talents within, mapping the market and creating a solid pipeline both within and from the external market.
Talents are in each generation, not only young students. The career development expectations of #Gen #X, #Millennials, or #Baby #Boomers are different. Baby Boomers often expect a lifelong or long-term career development process. Younger generations generally expect quick opportunities for growth, a flexible working environment, work where they can create value.
Talent management is a part of the employee journey since the very beginning.
It starts with #talent #acquisition, #assessing employees' #strengths and #gaps, measuring #competencies, #behaviors, and #adherence to company #values. Followed by an individual development plan to close the gaps, build on the strength and allow the employee to learn new skills and gain experience. Ideally on the job, supported by #mentoring, #coaching, and traditional learning courses and programs.
It is essential to creating an environment where people can thrive and drive their curiosity and gain knowledge.
Transfer of knowledge between generations is vital to company success. The best working teams are always #diverse teams.
Events such as global financial crises pushed organizations to develop new capabilities and skills. Ability to adapt quickly, assess and manage risk, lead people in uncertain times, lead through situations, prepare for what's next, and others are in high demand for today's leaders.
Talent management is one of the priorities of organizational strategy.
It's not only a CEO or HR topic. It is each leader and manager's priority, regardless of the management levels. Leading people is a full-time job.
Managers need to walk the talk. They are an example for their people. Top managers should accept the role of coaches or mentors and share their expertise, experiences and help younger managers to grow.
Each manager needs to understand the #talent can #grow if it has an #opportunity to grow. Sending high potential and high-performing people to training is not enough. They need to manifest their talent and performance in real life.
The organization must create an environment where talent can grow. Otherwise, they will leave.
Leaders and managers need to create an environment where these talents can work together, interact in programs and projects, rotate jobs or assignments, and create value. Following our survey, when talent does not have the opportunity to grow, they leave the company.
On the other hand, there are still managers who do not like to challenge the status quo, and usually, they are not willing to be challenged. They prefer to hire an average performer, and usually, they do not hire top talents to their teams. This approach is very short-sighted for the managers and the organization. Imagine a group of average performers without the motivation to learn new things, not willing to push their boundaries, and not ready to make an extra effort for the cause. How can such a team contribute to the company's growth?
By the end of the day, you can find all types of people in the organization. The #top #talents and top #performers. The #average ones, and also the #disconnected ones with low engagement and low performance.
It is essential to calibrate the right talent balance in the organization.
Talent management is a continuous, never-ending process. An organization that can create a stable learning environment and supports its employees to be curious and learn new things has a significant advantage.