Things have changed and moved on for talent management. It’s a field that’s more important than it has ever been, and the changes underpinning this rise to prominence cannot be underestimated.
It’s a competitive market out there. Technology has changed everything. Employees are assessing their worth at a competitive level via social media and virtual networking. The old rules do not apply!
The individual is taking their place back at the centre of talent management. Emphasis is shifting away from the process and onto the human story behind it; because it is the human, emotional aspect that really drives performance and productivity.
This seismic shift is also an opportunity for business to raise the ‘bar’ on standards, capability and direction – in support of individual career choice and personal development and, ultimately, delivering company vision.
People have an intrinsic need to feel valued. So, at a strategic communication level, organisations are now urgently paying more attention to the ‘emotional’ needs of the individual. This means aligning these needs to brand values, providing a platform on which employees can build their aspirations – not simply relying on the substantive nature of a system-driven process to inform and motivate.
Global organisations, notably Unilever, have recognised and acted on the need to communicate with consistency, clarity and impact as they introduce more innovative ways to engage broad-based and diverse workforces. They are also continuously striving to provide new opportunities to attract and retain the key talent that will deliver for them a long-term competitive advantage.
Organisations are also focusing attention on more creative ways to drive engagement, retain key talent and provide growth opportunities for both managerial and key contributor roles.
It’s vital to ensure that people not only have the right tools to deliver, but also have the confidence and energy to use their intellectual capabilities to make a difference for themselves and for the business.
Greater value and emphasis on communicating a talent management programme is needed, as well as recognition of a more transparent, employee-centred approach. Development of an effective communication strategy is pivotal to ensure that business principles are embedded in this.
This approach creates great opportunities to align your talented people with the company vision in a clearer, more compelling and engaging way, supported and underpinned by new technology.”
Christopher Hopkins, Managing Director and co-founder of Caburn Hope.
Talk to Caburn Hope about your competitive advantage through inspiring communication now!