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In this third blog, I want to focus on motivation, engagement, and retention. To understand how to deal with these issues, the self-determination theory by Ryan & Deci (1985) is an interesting starting point.

In this fourth 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:

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 also the reskilling….

In this second blog, I want to share some recent scientific insights and best practices concerning talent management

The financial sector is in full digital transformation. There is not only the question of how to attract digital natives and keeping them motivated. Also the reskilling of the existing population becomes an ever returning concern.

As an organization, you have about 90 days to make sure new recruits fit in, regardless of whether they are young potentials or more experienced workers (Kammeyer-Mueller, 2012). Successful onboarding is broadly considered as ‘the pro-active covering of compliance, clarification, culture and connection’; also known as the 4C model (Bauer, 2010).

Jurgen Ingels is the founder and former CEO of Clear2Pay; he is currently the managing partner of Smartfin Capital. In this interview he informs us of the talent development challenges for the financial industry.

If you are an HR professional in charge of talent management, chances are that you dream of a talent culture in which: People understand what it takes to be at the wheel of their own careers and act accordingly.

A couple of weeks ago, I attended a seminar on Talent Review with Doris Sims Spies, represented in Europe by Ingrid De Backer. The seminar offered a ton of interesting tools and insights to make a talent review process run smoothly.

Does your business requires? Do you have difficulty standing out from competitors who are seeking similar profiles for similar jobs?

I bet it is crucial for your organization to be able to identify the next future star or the next top leader within your organization, and identify talent risks like risk o leaving or energy loss. But how do you accurately do that?

In a recent intervision session with our certified coaches, we’ve discussed two cases in which employees were promoted to a team leader position. Both were excellent professionals with high technical skills. A traditional development center assessment was performed, a personality questionnaire was administered, an inbox exercise and role-play activity were conducted, and a competency-based interview was run. The green light was given in both cases.