You want to improve your talent management practices and you are looking for information to constantly improve this aspect? Neobrain and Tempo&Co have interviewed their clients and present you with the pillars on which to base your strategy.
What are the top tips and best practices from the 190 HR professionals who participated in our webinar “Doing Better with Less in Talent Management”?
What is a successful employee management strategy?
An employee management strategy is successful when it covers all areas (a comprehensive HR service offering), feeds off changes in its ecosystem (a systematic approach) and strengthens interactions between its members (a consistent approach).
A complete range of services
A successful strategy focuses on all the components of your human capital: attraction, integration, compensation and recognition, performance, development, career, workforce planning.
A systematic approach
A successful policy is measurable, equipped and flexible so that it can evolve as the organization's environment changes.
A coherent approach
An accomplished philosophy takes into account the culture and values of the company, is approved by all employees, is instilled by the management and is relayed by the middle management.
What are the key success factors for talent management?
Today we see that adapting the service offering to talent is based on 3 main factors:
- Mature use of important HR data.
- A culture of maximizing internal opportunities.
- An emphasis on transparent career management.
The right HR data management tactics
Data quality as a common base for all interventions
According to Gartner, poor data quality costs companies an average of $12.9 million each year. Several issues arise in this data management:
- What do we call “good data quality”?
- How to evaluate their reliability?
- What are the approaches to improvement?
- Who is responsible for these?
Therefore, we recommend 3 simple actions:
- Define what characterizes good data quality and its business impacts.
- Establish data governance by appointing managers, including a “Data Steward“.
- Consider the user as a stakeholder in the update of the data.
The most easily accessible area of improvement for organizations is to make the data live by the users themselves.
“The more talent is provided with a user-friendly HR application environment, the more likely they are to feed into the HRIS.”
This will make it possible to gain insight into simple or more complex data, such as their preferences for training materials. HR teams will also have more time to create value around this information.
Our complementary resource on HR Data :
The animation of skills
Talents are now the protagonists of the information system enrichment. Involving them in this collection is particularly productive in terms of their own professional skills. We note that the main engine of skills management, the repository, is evolving towards a hybrid construction.
What is the hybrid approach to building reference systems?
This hybrid construction consists in building a platform by means of 2 complementary paths:
- Gather the skills decided with the business experts, the managers in a tool which is then completed by the employees and HR
- Bringing out the skills by gathering them from the employees themselves, which is called “bottom-up approach
About ⅔ of large companies have chosen this reasoning. It favors, on the one hand, the speed of gathering key information, but also the immediate involvement of all stakeholders.
How can we envisage the use of AI to structure the skills ?
This technology is used by 1 in 6 companies according to Gartner, several use cases are now mature for the management of know-how.
Here are two particularly useful examples:
- Remove duplicates. For example, the AI understands that “to carry out a balance sheet” or “balance sheet” are identical. Thus, a major client in the luxury sector was able to remove nearly 15% of duplicate terms.
- Detecting emerging skills . According to our September 29 survey with Implid, anticipating future skills that will make a difference is now a top concern for HR managers.
From now on, data no longer sleeps in a system but is used by the greatest number of people. Once these elements are better understood, companies are better able to capture opportunities such as internal mobility. When the economic situation makes it more difficult, energy-consuming and costly to recruit, the priority becomes to better equip our employees to evolve internally.
The clarity of internal gateways is one of the keys to “doing better with less”.
While most internal transfers are initiated by employees, the strategic HR orientations are to acquire the tools and culture to regain control of these transfers.
How can you improve your data management from skills ? Here are the recommended resources:
The opportunity for internal mobility in a period of rationalization
The health crisis had resulted in more flexible working conditions and much easier acceptance of geographical mobility for companies.
What is the status of this provision today?
Above all, it is a question of integrating mobility, in all its forms, in a transversal manner: both in a development strategy framework and in the mobilization of the right skills for the company.
The skill is the common thread of HR processes
An aptitude makes the link between the employee’s current position, his or her development needs, and the planning of the assets that will drive the organization’s ongoing performance.
Additional links:
The readable and controlled Career Management model
Employees have taken control of their careers
Until the early 2000s, companies set the rules for internal promotion: changes were dictated by performance criteria and adherence to internal operating codes.
Since then, the company no longer has the same visibility on the jobs of tomorrow. This has 3 consequences:
- The employee has realized that he or she must manage his or her own career since job security is no longer maintained.
- The term “empowering employees” was coined and is synonymous with shifting responsibility from careers to talent.
- This emancipation leads to the current behavior: a decrease in employee loyalty.
Hence the importance of making all the opportunities visible, but above all of creating a space that suggests them according to their current know-how and skills.
A new paradigm of path management
Responding to individual expectations does not mean substituting them for anticipating emerging skills and professions, a critical HR act for company performance. The balance of HR policy requires a review of the design of career paths.
For example, it has been observed that the multiplication of experiences now outweighs managerial evolution for some talents: it is an opportunity to offer them a global view before supervising an area of expertise and becoming more a coach than a manager.
On the other hand, the internal job boards presented today lead employees to act as external candidates to the company. The experience of using them is impersonal since employees apply for generic jobs by themselves. This dysfunction leads to a disaffection with these solutions. Once their aspirations are taken into consideration, skills, and the job offers and missions closest to their strengths are made available, it is possible to recreate a momentum towards a reciprocal commitment.
Conclusion: the company must renew its commitment to managing career paths
Re-engage employees with internal opportunities
The liberalization of internal career opportunities is based on the real knowledge of each talent, an intelligent individualization of the career paths takes place with the Talent Marketplace.
Not to be “subjected” to evolutionary wishes that the HR team and the manager are not aware of
To facilitate the understanding of previously unexpressed talent desires, HR applications give employees the ability to enter their skills. In addition, the suggestions in the talent management software allow them to note several parameters:
- Internal job openings.
- The training catalog.
- The skills of their current role.
The winning strategy is therefore one that aims to get closer to employees ‘ preferences, to arbitrate between recent investments in QWL that have not been successful, and the thirst for learning through experience and the multiplication of experiences.
