Leverage the Role of Talent Development for Overcoming Acceleration

Leverage the Role of Talent Development for Overcoming Acceleration

The pandemic brought up a global acceleration in technology adoption as well as the needs of flexible but consistent integration schemes (integration between long- and short-term strategies, integration of business channels and acumens, global and local approaches).

The New Normal is about adjusting the future right now. It’s a temporary trend that pulls future outcomes on current needs. From now on, there will always be a new kind of “new normal,” with a different level of complexity, that both employees and companies will have to deal with.

How should companies support people’s future helping them gain the skills for the next scenario? 

In order to embrace transformation and business evolution, people management should be about strategic skills-mapping and a careful workforce plan.  The workforce assessment opens the opportunity to quantify long-term talent requirements by assessing successions needs and roles competencies. Particularly, development plans and talent management are part of the circular strategy ensuring company vitality.

How are companies facing transformation? 

Replacing people or firing them is definitely not a long-term solution. Excellent companies are setting up dedicated Talent Development programs towards upskilling and reskilling projects. Running upskilling programs means to strive for people in the adoption of new skills for covering their current positions. Competitive companies that are focusing on re-building the organization frames are running reskilling programs for enabling people to pick up new skills for a completely different job. Reskilling and upskilling culture is successful if leadership promotes a learning culture and if HR processes, such as talent management and performance assessment, are aligned with the business company strategy. Competitive companies encourage employees to adopt a continuous-growth mindset.

Companies that have yet to revise or build their Talent Management strategy are leaving employees on a self-directed approach, holding more traditional options or random skills development solutions.

Nowadays, Talent or Employer value proposition is not only a matter of Why, “Why should an employee choose to work in your company instead of another one?”, but it is also a matter of “main features” in terms of  What, “What should your company have for attracting employees?” Thinking about future situations in which people can maximize their performance could bring up the same advice from the most important Organizational Development Theories:

Company Culture: it creates the conditions to thrive Talent

Excellent Leaders: coaches and facilitators with strong ethic Values, with the abilities to motivate, enable, and integrate a group of people towards common goals.

– Sustainability: global attention to the impact of the company.

Long-term Strategy: integrated with an agile approach.

Transparency: creating the environment for more fluid feedback conversations between leadership and employees.

Consistent Competencies Models: ensure meritocracy and trust.

Listed above are HR strategies and decisions that, of course, cannot solely run on Excel spreadsheets. People are not file records: they act and react, choose, think, feel and communicate. Employees’ behavior is not 100% predictable and leaders should take into consideration people’s unique qualities and mannerisms. HR foundation skills are about creating a big picture of the environment, consistently communicating, translating old procedures into on-line and digital tools, analyzing data, and thinking prospectively. It is also important to point out one of the most strategic HR features: a strong cross-functional collaboration.

The inspirational and visionary value that a new HR style could bring is collaborating with marketing in terms of reputation and communication: “One of the most important company customers are its own employees”. With HR being a business function, the operative value could be strictly collaborating with the finance department as well as interpreting reports and complex data towards the market needs.

Leaders, in general, should take into consideration their actions and responses. Poor decisions in people management could result in varied employee reactions that could cost reputation, trust and money.  A weak HR vision could beget huge risks and costs for organizations.

Author: Libera Anna Insalata.

 

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