REJIG THE MINDSET
TALENT 4.0 is not
rewording of concepts and principles which may be called new
jargon. “Talent4.0 has to take on a much broader perspective and holistic
approach.We need a much more holistic view of how we manage people, one focused
on each individual as a voluntary consumer, and a strategy which builds a
culture of focus, inclusion, support, and results.
Ø
§ In “talent management” we
think about lifetime career management and “pre-hire to retirement. In Talent
4.0 we focus on mobility, job to job
transitions, and constant and regular movement of people to new projects and
assignments.
Ø
§ In “talent management” we
focus on the integration of HR practices across the lifecycle of an employee.
In Talent 4.0 we focus on making
employees happy, giving them a highly engaging and enjoyable work experience,
and giving them software tools that make their work easier, not just tools for
HR.
Ø
§ In “talent management” we
focus on identifying the “top talent” and segmenting, ranking, and rating
people based on performance and potential. In Talent 4.0 we focus on everyone’s strengths and find
roles that help people leverage their skills, empowering them to add value
wherever we can.
Ø
§ In “talent management” we
put together career ladders and progressive training programs that take you
from place to place. In Talent 4.0 we
assume that people want to learn all the time and in their own way, so we
create an entire “learning environment” to help people continuously develop and
learn at work.
Ø
§ In “talent management” we
segment people and reward them based on performance, with narrow bands of
compensation. In Talent 4.0 we reward
hyper performers with tremendous rewards and try to make sure everyone is
rewarded based on their potential market value, not just their performance
rating.
Ø
§ In “talent management” we
think about people in terms of the way they add value to the company, training
and focusing them on what the business needs. In Talent 4.0 we focus on each individual as an “owner” and
try to create an environment where they feel part of the mission and give them
flexibility to add value in unique and special ways.
Ø
§ In “talent management” we
create talent pools and try to group people into segments and clusters to
manage them better. In Talent 4.0 we
embrace and honor diversity and realize that every person is unique and try to
remove unconscious bias and empower people to thrive in their own way.
Ø
§ In “talent management” we
buy software that integrates all of HR together into an “integrated data
platform.” In Talent 4.0 we buy software
that empowers people to do their jobs better, is very easy to use, and is a
“system of engagement.”
Ø
The shifts are profound and subtle at the same time.
Ultimately what has happened is that employees are now “in charge” and we as HR
or business leaders have to think about building a company or organization that
honors and empowers everyone. Sure some people won’t fit, so we need to assess
and focus on fit more than ever – but once we hire someone into the company, we
want to build an organization that engages and empowers them to succeed.
FRAMEWORK TO GET STARTED
To recruit, grow, and retain top talent, you first need to
set goals for talent management that align with larger organizational goals and
evaluate internal processes related to hiring and retention.
Setting goals for talent management is critical if you want
to see real results. Here are two ways you can ensure you’re setting
the right goals for your organization:
Ø Align your goals with your
organization’s overall strategy. Talent management is meant to contribute to the
overall health of your organization. If talent management is causing you to
fall behind on critical fundraising or business goals, it may be time to course
correct.
Ø Involve leaders, HR reps,
and managers in goal-setting. While your HR team will be in charge of coordinating
talent management, you’ll need to make sure everyone is on board. Effective
talent management requires a concerted effort on the part of the HR reps,
leaders, and managers to make your organization a place where people want to
get hired and work for the long term.
As you set achievable goals for enhancing your talent
management process, you’ll ensure your entire team is on the same page and
moving in a positive direction. These goals will also give you something to
measure your progress against, providing you the chance to course correct as
needed.
EVALUATE INTERNAL PROCESSES
As you look for gaps in your current talent management
process, you’ll need to evaluate individual processes related to recruiting and
retention. There may be one (or more) problem areas that you can hone in on as
you strive to improve your organization’s:
RECRUITING PROCESS:
Recruiting is everything you do to find and hire new
employees at your organization. This involves writing thorough job
descriptions, screening and shortlisting candidates, conducting interviews, and
extending offers. Step into your employees’ and previous job candidates’ shoes
to evaluate your recruiting process. Do you consistently set clear expectations
for individual roles in job descriptions? Are you upfront in job interviews
about hiring top talent? How do you communicate job offers to your top candidates?
ONBOARDING PROCESS:
Onboarding involves training a new employee in their new
role and bringing them up to speed on larger organizational initiatives and
goals. As you evaluate your onboarding process, you might consider asking your
employees for feedback on their onboarding experience. Did onboarding truly
prepare them to perform their jobs effectively? Do they wish they had received
more training upfront?
PERFORMANCE MANAGEMENT PROCESS:
Performance management involves everything from consistent
communication and coaching to annual performance reviews. Work with your
managers to determine how effective your performance management strategy is at
identifying retention risks and mitigating them, helping employees find
fulfillment in their roles, and setting them up to grow at your
organization.
EXIT INTERVIEW PROCESS:
When an employee leaves your organization, what kind of
information do you gather from them in an exit interview? With sufficient
preparation and well-worded questions, you can learn a lot about an employee’s
experience with your organization. Additionally, you can use the information
collected in exit interviews to better anticipate employees’ needs before they
submit an unexpected letter of resignation.
With clear goals and information about individual
processes, your leaders, HR reps, and managers can create a solid plan for how
you’ll improve the employee experience at your organization. Remember to use
your data and strive to be objective during this planning step. While you can’t
do much to change your employees’ past experiences, you can learn from them and
move forward in a positive direction.
With best compliments
Dr Wilfred Monteiro
Curator TALENT 4.0 MODEL
