It’s time to balance the talent inventory

We are closing a year that was mainly focused on consolidating the post-pandemic reactivation, not only of business activity, but also of a new era of workBecause whether we like it or not, the changes we have experienced in the last 30 months have impacted many preconceived definitions and, although we try to return to the past, we have already learned a different way of functioning in organizations.

This is probably the biggest internal problem in companies, since expectations and collaborator priorities they changed. According to the Mercer study on Global talent trends 2022, 41% of C-Suite executives believe that the pandemic has raised awareness of the real dimension of change in their businesses, which today requires a comprehensive transformation that encompasses all dimensions of the organization. This deep reflection inspires us to resize talent management strategies.

In this context, taking stock of the talent inventory takes another level, considering not only aspects related to people’s performance and potential. Today that inventory requires that three key perspectives be included:

» 1. New expectations, new needs

In the past, the talent inventory collected the characteristics of the collaborators related to their competencies, career plans and performance evaluations, this generated an adequate perspective from the point of view of the achievement of results associated with the capacity of people, however, more and more, we see that this is not enough.

The talent inventory now includes much more personal information, related to the way in which our collaborators conceive of work and their preferences regarding the way work is organized. This answer questions how: how much does remote work versus face-to-face help in the productivity and motivation of this collaborator?; What role can this person play in a hybrid work team? What personal or family challenges does this employee have that impact their balance sheet?

» 2. New career definitions

Job definitions have changed, careers are no longer planned as ladders, today functional areas tend to disappear and instead we are seeing organizations more focused on teams for projects or solutions.

Planning an organizational template in this context becomes a dynamic process, which requires total clarity of the experiences that people have had and also the way in which they can be complement with others to work an effective form. So we no longer just need to understand the capabilities of the individual, now we need to know how it works in combination with others.

» 3. New organizational culture

One of the most interesting variables in the new approach to the talent pool has to do with culture. Taking an inventory of what each person values ​​most and understanding how this relates to their connection to their team and the company as a whole can be a key differentiator in retention.

This is undoubtedly one of the most complex elements, since it requires a lot of depth in the relationship with people, but it is worth working on it because of the impact it can have on the sustainability of the relationship and on the design of the value proposal to the collaborator.

Finally, one of the key aspects when taking stock of the talent inventory is being able to have specific indicators that show progress or trends in the strategic elements associated with the business plan. have a talent control tower Today it becomes an indisputable necessity for a real management of people.