The financial sector is in full digital transformation. There is not only the question of how to attract digital natives and keeping them motivated, but the reskilling of the existing population also becomes an ever returning concern. Who can keep up and who is at risk? Employees need to do their part and take responsibility of their own careers. Lesley Vanleke, Partner at TalentLogiQs, shares her insights on these developments in a series of five blogs.
In this blog, I want to focus on the principles to apply in developing a powerful and integrated talent management approach.
Connecting science to technology allows for a powerful talent management process which is:
- Evidence-based: Talent management is about making decisions that have a serious impact on individuals and the organization. Let’s not base our decisions on horoscopes or tarot cards. Scientifically validated scales are available to spot potential, risks, motivation, and predict human behavior. Who is about to leave? Who is losing energy and might fall out? Who is ready for a new challenge? Who is ready to move up? Who is mismatched? Etc.
- Person-centered: Employees have the power to make career decisions that impact your organization. That’s why, to achieve results, the needs of the organization need to be harmonized with those of the individual (Wiersma & Hall, 2007).
- Future-oriented: Talent Management has to be able to answer the ‘So what?’ question. A diagnosis concerning an individual is not enough. So an individual is red, blue, yellow, or speckled purple. So what? The key is to get indications on how to develop and nurture a talent.
- Fast, efficient, and powerful: We now have the luxury that we are past the era of samples, statistics, and correlations. Computer capacity has become so powerful that we are in the unique position of being able to quickly have a clear view of every individual and act custom to each one of them.
Lips‐Wiersma, M., & Hall, D. T. (2007). Organizational career development is not dead: A case study on managing the new career during organizational change. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 28(6), 771-792.