Adapting to structural and organizational changes is talent management’s greatest challenge. Managing talent in a competitive way today means, on the one hand, moving away from the HR policies we inherited from the past, which are based on short-term thinking and a focus on control over connection, and, on the other, giving artists and talented people the tools they need to create the new.
Francisco Loscos, associate professor at Esade’s Department of People Management & Organization, outlines 15 talent management concerns for 2022. These 15 challenges are mentioned below:
- Unable to handle “connection” in context and with business: First, The new talent war will not be determined by market “shortage” but by companies’ incapacity to address their “connection” in terms of context and with the business.
- Context: The second is interpreting the context as a playing field on which to build the organization’s talent map, a playing field determined by constraints like BANI, which Jamais Cascio defines through aspirational paradigms such as Bauman’s ideas of liquid modernity.
- Cause-effect relationship: The third challenge is the ability to build talent rules based on the cause-and-effect relationship in business models.
- Managing today’s realities with yesterday’s instruments: The fourth challenge is overcoming companies’ stubbornness to handle today’s realities with yesterday’s tools.
- “New balance” between organizational and personal needs: The fifth challenge is understanding and managing the “new balance” between the company and personal requirements.
- Collision that exists: The sixth is the collision between the “limited supply of value” companies provides and the “insatiable demand for value” from partners. This can be the biggest difficulty in the future.
- “Retaining” into “Having back”: The seventh challenge is to reduce the “unhealthy obsession” with retaining talent and unforeseen career routes. Companies could transform “retaining” into “having back” by letting and supporting people to flourish in the market, with the objective of having them return when the company’s and the person’s requirements meet.
- Value of uniqueness: The eighth challenge is to prevent the need for diversity from overshadowing the importance of uniqueness or each professional’s distinctive worth in an organization.
- Teleworking as an organizational model: The ninth challenge focuses on teleworking as an organizational strategy. Teleworking as an organizational model necessitates an objective reading from business to people, and thus from the value chain to emotional concerns, enabling its use to be decided by the kind of “positions and jobs” as well as the type of “professionals.”
- Trust-building: The tenth challenge entails overcoming cultural orientations towards processes, authority, outcomes and people. This can be done by building trust scenarios that reduce complexity and boost organizational speed.
- Incorporating meritocracy into talent management: The eleventh challenge is implementing meritocracy as the decision-making meta-criterion in talent management. This is a critical challenge for the necessary transformation of talent models.
- Who should adapt to whom? : The twelfth challenge is based on the following question: Who should adapt to whom? The company to people or people to the company?
- New talent codes: The thirteenth challenge concerns new talent codes. Organizations must consider whether they are clear about all of the keys to the talent formula.
- Knowing how to employ varied work methods: The fourteenth challenge is employing new alternative ways of working. Diverse talent-linking models (in form, time, and location) are becoming strategic variables. Talent as a “pull” rather than a “template” is one of the primary organizational transformation aspirations, and “hiring versus linking” is one of the future’s biggest challenges.
- Replacing intuitive decision-making with factual analysis: The fifteenth challenge is to replace intuitive decision-making with factual analysis. Managing talent flow on intuition and perception with inadequate data is malpractice. William Thomson Kelvin once said, “What isn’t measured can’t be improved, and what isn’t improved degrades.”
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