How to better manage human talent in companies? The importance of talent management in companies.
In today’s post I would like to share with you some of the most relevant ideas that we discussed in the debate on talent in the organizations of the future.
How to better manage human talent in the companies of the future? What does talent management mean in organizations?
The future of human talent in companies
A 2019 World Economic Forum report predicts a large-scale revolution in our workplaces over the next two decades.
Some of the factors that will decisively influence the organizations of the future are the following:
• Technological change will continue to increase, increasing digitalization and artificial intelligence will require continuous learning of new skills.
• The trend of increasing remote work. This could give people new geographic freedom to live wherever they want.
• An increase in freelancers, who will work for different companies or individuals, who will be able to carry out various activities or projects.
• The coexistence of several generations collaborating on projects. Older generations will coincide with more recent generations, such as Y and Z, who are looking for more collaborative, mobile, connected and transparent work environments, without traditional hierarchies and with greater autonomy and decision-making power.
• The need to learn new knowledge and develop competencies, which are necessary to survive at a professional level and not become obsolete.
• The emergence of new professions, which will mean that we will have to retrain or reinvent ourselves at a professional level and will involve changes in work teams to remain competitive.
It is necessary for today’s companies to carry out a transformation process that makes it easier for them to improve their employer branding to position themselves as organizations where people want to work in the future.
In the future management of talent, one of the keys will be to make companies attractive and desirable to the new generations of professionals and to attract and retain talent.
Two excellent professionals participated in the debate,
Loles Sala Aguirre
, (Director of Talent and Culture of ManpowerGroup for the Mediterranean Europe region and Director of the Human Age Institute) and
Teresa Fernández Fortún
, (Deputy General Manager of Ibercaja Banco).
Some ideas I’d like to highlight:
How to better manage human talent in companies?
According to Teresa, when we talk about talent we are talking about people, it is important to take advantage of the talent of the people who are part of the company.
In the Human Resources area we are committed to helping our colleagues grow every day, to contribute the best of themselves and to place them in projects or jobs where they can expand, feel fulfilled.
Attitude is important to identify someone’s talent, as the level of contribution has to do with their attitude, not just their knowledge and skills.
Loles discusses the importance of talent as a key factor and driver of transformation in any organization. To unleash that talent, it is important to have an inner human quality.
In this agile and VUCA environment, talent becomes more relevant than ever.
Talent has to do with the value that people bring to the organization, Teresa Fernández
What are the trends in talent management from now on?
Loles discusses some of the trends that are taking shape:
• Importance of the “talent magnet”, or how we are able to be “irresistible” as a company, to attract the talent that is needed and to guarantee sustainability.
It depends on many factors, among others, understanding that there is a shortage of talent, there is a need in organizations to cover the shortage of talent for some functions and challenges and also professions that do not yet exist and new skills to develop.
• The “skills revolution”, in digital terms we have advanced by leaps and bounds and we need to adapt to the competencies.
We need to review our limiting beliefs, realize which ones we have and that limit us to adapt to novelties, since it is essential for the future.
Also important is the concept of “learnability“, which is the ability to learn in a context that is constantly changing.
Learning, therefore, ceases to be “a child’s thing” and becomes “everyone’s business”. To do this, we must let go of the “ego” and be willing to learn continuously.
There is also a lot of talk now about “gaming skills” (their name derives from those skills related to the use of gamified games, such as persuasion, spatial capacity, connectivity or influence).
• Digital Leaders or how we go about being leaders who influence others, talent to make things happen. Learn to take emotions into account in leadership.
It is important to be transformational leaders, to move forward with change, to think about long-term strategies, but also to relate from a distance individually.
How will companies attract talent?
Teresa believes that it will be very important to know the organization well, to know the teams well. Have participatory leadership models.
In leadership, 4 aspects are important: vision for the present and the future, obtaining results and focusing on people.
That is the key to developing internal talent, knowing what each of the people on your team are good at and then motivating them, challenging them, pushing them with the project and launching them.
The leader has to stay there, behind, supporting, feeling proud of his team and the development of his people.
That is the key to internal development, to attract talent from outside the organization Teresa believes that it is important to pay attention to the ecosystems with which the organization relates.
It is good to look at the people who collaborate externally and who already know each other, are a safe bet, already know each other and have worked with them.
How do the organizations of the future take on the complex challenges they face?
Loles believes that it depends on the organizational culture, and the leader’s job is to accept that we all make mistakes, the Digital Leader spends at least 20% of the time accompanying their teams.
The opportunities to learn are multiplying, it is good to learn from experience and recognize learning, “what is not measured has no value” and value it.
We’ve talked a lot about “success stories,” but we have to learn to talk about “opportunity cases,” where we’ve learned different things and opportunities for growth.
How does employer branding influence talent acquisition in the future?
Loles explains that the employee experience is very important for the employee to feel part of the purpose of it, that experience must be aligned with the company’s objective.
To achieve this, it is essential to ask and listen very well to what our people need, what needs they have and how to meet them, people are increasingly demanding more well-being, not only physically, but also emotionally and socially and, nowadays, in a digital context.
Teresa believes that transparency and honesty are essential to strengthen employer branding.
It is important to talk about the purpose, what moves us in the company, that is what will unite us much more and will give meaning to the effort.
In addition to the leadership that is fostered in the organization , it is important to have a work environment, which is one of optimism, balance, and well-being.
It is important that it is not a “fad” in the organization, but that it comes to stay, that it is a continuous line in the organization.
To get a better employee experience we have to ask a lot in order to understand the person, Loles Sala
Human talent in companies: the purpose
Loles comments that in the coming years it is very important to value the human aspect more than ever, to look at the purpose that guides us, to recover authenticity, where the person can be “himself”.
It is important to be innovative, break down limiting beliefs and try new things in an agile way to reinvent ourselves and work on our corporate reputation.
Regarding corporate reputation, what counts outside the organization is what happens inside, Loles Sala.
Teresa believes that all companies have the responsibility to move forward, the path is not written, we have to write it.
It is vital for survival to move forward, to keep moving forward, and to get everyone involved, to be infected, that is something that cannot be demanded, but you have to gain that trust and that enthusiasm of people so that they take action.
Environments of trust are what allow us to grow, Teresa Fernández.
