Implement an internal talent management system

Implement an internal talent management system

PUT INTO PRACTICE

I. Implement an internal talent management system:

1. Adopt a talent management strategy

Talent management cannot be improvised. For it to have the greatest possible impact, it is important that it be part of a global policy, aligned with the company's objectives, its business, its culture... a policy that must be designed and deployed in conjunction with the HR department, the directors and the managers involved in this evaluation and development process.

To do this, it is important to start by defining the overall strategic framework of this policy. To this end, here is a (non-exhaustive) list of questions to ask yourself:

  • What are the priorities for the growth of the company?
  • What special skills or expertise would be needed, and why? - What are my recruitment goals? Is my company sufficiently attractive? Does it have visibility, a strong employer brand?
  • What budget is available? To recruit? To use training and professional coaching services (individual coaching, group coaching)? To assemble a dedicated HR team for talent management? To acquire effective monitoring and learning tools?
  • Can/should internal professional mobility be encouraged? How can we communicate on this subject?
  • What tools should be used to support the implementation of this strategy? What tools should be used for talent identification, recruitment, mobility monitoring, and feedback from the field? Learning platforms, collaborative platforms, HR software, professional training services?

Ambitious talent management does not stop at assessments and annual interviews alone but is deployed with precision and a medium to long-term strategy.

2. Knowing how to measure HR performance in talent management

The measurement of HR performance in talent management can be based on several criteria/indicators, derived in particular from the reporting tools of the human resources department, including the following:

  • The evolution of the company's turnover over time (and therefore the retention of employees);
  • The number and quality of applications for job openings (the attractiveness of the company);
  • The dynamic of applications from employees for internal changes (mobility);
  • The presence and evolution of situations of discontent/malaise such as burnout, conflicts, resignations, and dismissals;
  • The feedback obtained by managers from their teams, and by human resources departments from all employees;
  • The evolution of the perception of the employer brand outside the company; - And finally, the economic performance of the company as a whole, measured at a certain point in time after the implementation of the talent management strategy.

II. The 4 major challenges of talent management.

1. Identifying internal talent - Mobility

Are your employees positioned in the right place? Are their key skills being used well? Are they satisfied with them? Do they feel that they have been recognised for their true value? Is it possible to develop them?

There are several methods to help you identify and evaluate talent in your organisation:

  • The attention of managers to their teams. They are in the best position to perceive the potential of some of the inadequacy of others;
  • The possibility for employees to express their career desires or their reticence, without taboos;
  • The identification of high potentials at the level of human resources, via the feedback obtained by the two means mentioned above, and/or via the use of talent mapping and assessment tools.

The development of employees can then take place through the:

  • a change of position (the various internal positions should be made visible using, for example, a "marketplace" type platform);
  • a training programme or personalised coaching, capable of developing their potential in line with the company's objectives.

2. Attracting talent externally: the attractiveness of the company.

Today, the "war for talent" is in full swing, especially among the younger generations, candidates being used to changing companies as soon as the grass seems greener elsewhere.

For recruiters, it is now a question of attracting high potentials who are increasingly rare on the job market, and therefore highly desired.

A necessity is therefore imposed, all the more so in an era of hyper-communication: consolidating one's employer brand.

This can be done through multiple channels, such as:

  • Presence on social networks;
  • Recruitment platforms and events dedicated to employment;
  • A cooptation scheme, which at the same time consolidates the commitment of employees (and therefore their loyalty);
  • The discourse on corporate commitment and its quest for meaning (his reason of being);
  • The offers focused on quality of life within the company (meals, relaxation areas and times, and the appointment of a Chief Happiness Officer). Well-being at work plays a very active role in attracting and retaining talent;
  • Facilitated access to training and collaboration tools;
  • Professional development is encouraged and promoted;
  • The acceptance of certain flexibility and agility in working methods;
  • Encouragement, assessment and reward mechanisms;
  • A humanised and personalised recruitment process.
  • Not forgetting the question of remuneration.

3. Developing talent

It is not a good idea to let a potential stagnate and thus lose that potential which characterises it. It is important, after identifying talents, to put in place a range of support and development tools to ensure their constant evolution, including

  • Targeted training to increase skills, in particular, training at the managerial level (e.g. the "manager-coach" posture, etc.);
  • Group or developmental coaching;
  • Constructive feedback processes to complement the appraisal interviews provided for in the HR policy;
  • Collaborative workshops (co-construction and co-reflection processes);
  • Investment in projects on the borderline between personal and professional development (such as an association project run by the company, for example);
  • Participation in public speaking engagements, as an expert ambassador for the company to which one belongs;
  • Mentoring.

4. Retain talent.

As with attracting talent, the solidity of the company's employer brand plays an active role in retaining internal talent, as does developing their skills and opening up their career prospects.

  • A study conducted by Oxford University1 shows that happy employees are 13% more productive than others.
  • The retention of talent also depends on their adherence to the company culture and values.

It is more essential than ever to communicate the commitment, the meaning and the impact that the company seeks to have on society as a whole.

It is also this commitment that motivates, in turn, the commitment of employees.