11 Ways to Better Your Talent Management Process

Hiring to Retain

Is there a way to tailor talent strategies in order to recruit and retain and also develop your organization’s future leaders?  Throughout my career as a recruiter, I have been consistently challenged because I have a notion that we (I) must hire to retain – no matter what your role is, whether you are a third-party agency recruiter, executive recruiter, RPO or in-house corporate recruiter and as such part of your organization’s HR team.  It is not only possible to hire to retain, but it is imperative when you consider the frosty outlook for skilled yet available talent.

Organizations must be willing to invest the necessary effort and resources toward training and developing leaders. Through updated processes and recognition of this immediate need for change, it is possible to identify and develop top talent. It is imperative for global organizations, which are powered by agile yet remote teams, to build leadership capabilities from within – inspiring company loyalty and securing a future lined with success.

Talent Strategies Must Evolve

Organizations which remain committed to the old ways will lose key talent and stumble consistently to climb over the fallen trees that block their path to success. In an effort to assist organizations in this complete change of strategy and process, we have identified 11 provocative ways to assist in this essential evolution.

1. Be Open to Change and Willing to Redesign Culture – Hiring companies must be open to change and willing to rethink current structure and organization. What is it they always say?  Doing the same thing over and over again will never yield a different result. Consider this an opportunity to truly transform. Developing “bench strength” is what sets apart the great from the good. But this requires commitment from both the employer and the employee. You can do it – but the change will not happen overnight, nor will it happen without significant thought and strategy development which means work and adaptation.

2. Embrace Flexibility – This means not only do you need to recognize employee’s needs and wants, but you need to like it. This is a significant change, but a good one as you look to better the future of your organization. Customizing work hours and allowing for remote employees, implementing formal and informal policies, deciding best use of technology and freedom of device choice and social media usage – these all empower a workforce and create loyalty and trust – necessary ingredients for a changing workforce and working era. We are at the threshold of a new employment dawn.  Might as well enjoy the view.

3. Consider Contract and Contingency Workers as Part of the Workforce Mix – This is a great way to benefit from multiple and varied skill sets while offering greater flexibility in work opportunities. A good talent management system and process provides the necessary oversight and inventory of your available talent and their development. This, reasonably enough, assists in making better talent decisions.

4. Tap Into What’s Important – This will reduce generalizations of your workforce. Every skill, every talent, every ability varies from department to department, region to region. Know your workforce, ask them questions, and survey them to fully understand their needs, desires, and abilities. You may discover new ways for your workforce to grow and develop.

5. Invest in Collaboration Tools – Keeping your teams connected and communicating is imperative for the entire workforce. This encourages innovative ideas brought about by collaboration and mutual inspiration. Consider the idle power of reverse-mentoring to create cross-generational understanding and bonds. Collaborative technologies can provide additional flexibility, increased efficiencies, and will assist in breaking down those dreaded but ever present silos and organizational cliques.

6. Cultivate Cross-Gen Knowledge Sharing – Millennials will no doubt move into more and more leadership positions. Mentoring and reverse mentoring allows opportunity for millennials to learn from baby boomers and boomers to learn from millennials, bridging the work generation gap.

7. Increase Transparency – Whenever you increase transparency, you eliminate or minimize “surprises.” This means provide information and insight into career and compensation decisions.  This increased visibility provides for frank two-way performance discussions, ensures development and learning opportunities which align with the priorities of the business and the goals of the individual.

8. Provide Support and Recognition – With increased visibility, there is now opportunity to steer direction and assist individual employees with feedback that makes sense. Crossing the streams of performance management and succession planning provides opportunity to structure career paths which benefit both employer and employee. Fact-based communication allows accurate sharing and recognition of contributions – leading to strengthened skills and success for everyone.

9. Foster Community – On-site learning, picnics or “field trips,” charitable endeavors, social networking, and regular get-togethers create a feeling of belonging, of “work family,” and allows for further connection with peers. Socializing outside of the office setting builds stronger relationships, as well as company culture.

10. Talent Mobility – Providing opportunities for employees to learn and experience other areas of business (different department, regions or cultures) assists these employees in developing cultural and leadership competencies, as well as disciplinary expertise. Again, this matures the connection between the company/brand/culture/workforce with the individual employee creating value and loyalty.

11. Take an Integrated Approach to Talent Management – Managing the many moving parts of total talent management requires a change in “how it has always been done.”  It means investing in technology and people who will assist in achieving the success of this change.
The Risk?

Changing how we do this should be considered business as usual. When we do not change or update business processes, we risk everything: loyalty, opportunity, growth and success. Every historical success occurred because a suggestion was made or idea was hatched which was disruptive, which would change the thought process, and ultimately, the course of action. This is more formally known as progress. 


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