Talent management …Our modern world of work seems to be increasing in the pace of change and its fluidity with the impact of technology, the internet of things and the changing expectations of employees.
The days of regimented job profiles with nicely laid out duties and organisational charts which remain intact and applicable for 12-18 months at a time are all distant memories.
This is not how things are working organisationally currently. The nature of organisational and human resource planning has also changed dramatically. Gone are the days of 5 year strategic and human resource plans.
These kinds of plans are being developed over much shorter planning windows and these processes are
being very much affected as the extent of digitisation and automatisation of these processes takes place.
Therefore traditional talent management plans that have been specifically planned for longer than a year are becoming less valuable to organisations today because they do not cater for and take cognisance of the changing needs of organisations, human resources requirements or the many employees working at such organisations and have therefore become less relevant.
In the contemporary working environment employees are demanding that they be understood as
individuals and want to know that their individual career aspirations can be accomodated, even if
these take them across different roles, departments and projects in the organisation or if they must
occur more rapidly than was the case in the past.
This then renders talent management programmes and plans that do not accommodate these kinds of employee aspirations and expectations obsolete.
If organisational leaders persist in running these programmes that dictate a set, pre-planned career path that an employee must walk with a rigid training plan to support this development path, this will surely kill any sense that employees are valued, understood, appreciated and recognised.
This will stifle employee intimacy and with it the hope that employees will engage with their organisation, its goals, objectives and be motivated to deliver all they can for their employers.
To increase the level of employee intimacy and engagement, organisational leaders will have to be much more flexible and adaptable in the way that they design, plan and implement talent management programmes in their organisations.
This holds equally true of all traditional HR systems and tools such as job profiles, performance management tools and reward and remuneration management policies and systems.
Without the willingness by organisational leaders to be adaptable in their application of their HR systems and tools, employees will be left feeling that they are not important and valued and the employee intimacy which is necessary to progress organisations and to help them perform optimally will be lost.