Talent management: it’s not only about the 2%
It’s not just technology, although a world without it may seem impossible to us today.
And it makes exponential growth rates possible in any sector and business model.
In the era of automation, robotics or artificial intelligence, there is another unquestionable competitive variable: talent.
In other words, “the people who offer a company competitive advantages”, as described by the Boston Consulting Group (BCG) in this article.
The truth is that technology needs people as much as people need technology.
As we already mentioned in other articles, the digital talent crisis is today one of the chief puzzles for HR departments, because companies need the talents of people who contribute a differential factor, as well as profiles with the skills required by digitalization.
This scouting task includes selection processes, but also the management of internal talent where, by a purely quantitative logic, there is enormous scope for action.
Where to begin? It’s not just about the 2%
The idea that “only 2% of our employees deserve 80% of the efforts and attention in talent management” is an unwritten law that is very extended among HR departments. But there is little foundation for this idea in a new business context where cross-collaboration is customary, even outside the organization, to involve the different stakeholders in its ecosystem.
Choose 2 among 100 of your employees. Make the rest invisible. Will you lose much talent?
This new model has recognized the value of new skills among employees, such as the ability to be flexible and adapt, or to communicate and collaborate with peers (or others).
It has also expanded organizations’ capacity to recruit and retain talent, be this internal or external.
And it has stressed the significance of human capital in transformation processes.
Listening to all the actors in this ecosystem and, if appropriate, making them part of these transformation processes, makes it possible to detect profiles that are potential new leaders in an organization’s foundation.
At the start of this article we spoke of the pairing technology-peoplethat gains prominence here once again, because technology enables the existence of networking environments where it is possible to listen and collaborate.
In any case, these are some of the features that, according to the BCG, define true digital leaders.
– They are adaptive, capable of embracing uncertainty and continually calibrate their actions if necessary.
– They are cohesive, even if they are aware of the decentralization of talent in their organizations.
– They demystify failure, because they see risk as an inherent part of success; that is what makes them more innovative.
– They think globally and for everyone, with a win-win spirit towards the company and its stakeholder ecosystem.
Do you have hidden leaders in your organization? What role can they play in it?
Discover our software to detect and involve your internal talent in the transformation of your organization.