HR: Manage your talents method

Publié par Said Kaoui
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Crisis or not, talent management remains relevant for businesses.

Beyond recruitment, it is to identify, develop talent internally and operate a mapping of these to manage medium-to-long term. Interview with Alexandre Pachulski, author of "Talent management in business" (1), published Studyrama-Vocatis collection HR Focus, returning to the question. Within a company, what a talent now? Often mentioned shortage of talent or talent war. When discussing talent, he is a person who, in the company showed a remarkable attitude in a given context. There is a real paradigm shift. Before, we made reference to a resource. Now he is a person. Are there one or several types of talents? There are 2 types of talents. First, the performance skills: they are people who are able to produce outstanding results, such as sales. We can measure their performance in terms of sales generated. Then the innovative talents: they are found in areas such as marketing, IT. We can not measure results quantitatively. They bring innovation in a market, as a designer I-phone, for example. There is still a bit finer categories. The key talent - different key positions - contributes to achieving a strategic issue for the company. The rare talent has a remarkable ability, little present on the labor market or within a given company. For example, a purchasing manager speaking Japanese and lived in Japan. The adaptive talent reveals itself in almost any situation or context: a talented orator is effective regardless of the audience, the size of the room etc.. Potential talent, has an ability that differentiates it from others. He has a talent but he has not yet revealed. How to identify talent within the company? We need to collect information "talent", all information relating to the employee on his skills, experience etc.. There are two main actors: the employees themselves must provide visibility for them. They are involved in their development. They must contribute to the visibility of what they do on their journey, their qualifications, their desires, their ambitions, their goals. The other player is the manager in regular contact employees, it must gather information on its employees during annual interviews, professional journals in goals, meetings, work sessions ... The manager standby over water collects information about its employees. The other key point is the transparency of the company should define what is meant by talent, criteria that implies. Once the talent is identified, the question of his loyalty ... loyalty is not an end in itself but a consequence. When developing a collaborator, the result is loyalty. Acknowledged he finds meaning in his position and he continues to develop his skills, he will not leave the company. Professional development is the answer to expectations. How to develop his talents in business? There is an aspect of psychosocial trust, recognition, satisfaction ... But another aspect related to skills development and employability. The company must ensure that the employee will always be in a position to his current position and future positions of the company through training, coaching, mentoring ... Compensation is also a tool. For motivation, satisfaction, recognition is not going to work the same way with an increase in individual variable or bonus. There is also the mobility, adaptation of the work to professional and personal expectations ducollaborateur. Must say that talent is identified as such?
When we recognize the talent of an individual, it increases the probability that the stronger and more uses. It reinforces his confidence, he is able to respond to more situations.
How to tell someone he is talented without increasing?
Must then develop this talent and find a perspective: new projects, promotion, bonus etc.. If companies are part of the sustainable performance, they must absolutely share with their employees that they consider the talent. Must offer things, and not just talking about money. We can no longer operate using employees to exhaustion.
Interview by Brice Ancelin (1) Talent management in the company, published by Studyrama-Vocatis, HR Focus collection.
Alexandre Pachulski is PhD in computer science and product manager TalentSoft, ERP SaaS talent. He worked for 10 years as a consultant on the development of human capital in large companies, working closely with senior management, management and human resources managers.

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