21 Oct Hiring Great Talents to Future-proof Your Organization

The pandemic has altered the typical work environment. Employees now prefer working remotely and with the advancement of technology, everything is within reach virtually. This resulted in decongesting the busy streets of urbanized cities. Employees have expanded their horizons and are no longer limited to jobs within their radius. Goals, ambitions, and career paths have been remodified over the last six months. With this, organizations are rethinking their approach to hiring new talent. 

The strategy must be versatile and adaptable to the needs of the people. A stagnant and fixed strategy will only cause employees to leave the organization. The modern era is heavily inclined to digital platforms. And to top it all off, the pandemic hastened the transition from a traditional, slow-paced business model to a diversified and fast-paced one.

What do leading talent managers suggest in maintaining top talent? An article by The Predictive Index recommends hiring top talent and leading them to success.

According to Harvard Business Review, a research by Bain conducted with over 300 businesses in different industries discovered the commonalities among them. The proponents of the research found that placing the right people in the right roles was an insight worth looking into since only less than 5% of the company’s roles drive more than 95% of strategic execution.

Utilizing predictive analytics, companies can gather relevant information from employees who are performing well with their specific skill set so they can identify the best candidates for a specific position or role within their organizations.

In another light, global mobility as usual plays a vital role in retaining top-notch talent, most particularly for mobile ones. A general agreement that exceptional mobility experience is a result of great communication from the company was discovered in another event. Grabeel’s in-person event, insideMOBILITY Getaway, opened conversations between talent mobility leaders across a wide sphere of industries. 

Many leaders shared their notes and experience in the past 18 months and identified 5 important communication strategies global mobility teams should take note on:

• Assign assignees and their families a single point of contact in their relocation management company. Don’t forget to include partners in the ongoing planning conversations
• Conduct face-to-face virtual meetings instead of using asynchronous communication tools like email or text to build stronger relationships between consultant and mobile employee
• Set expectations concerning the mobility program. Never over-promise or over-sell a program to impress assignee candidates.
• Provide a detailed journey map demonstrating the processes in a mobility program.
• Include “proactive and passive discovery” in the single point of contact. 

What talent leaders usually miss to future-ready talent

A recent Accenture research demonstrates that preparation for a workforce for the future and a new approach to employee experience are critical aspects worth re-examining. The consulting firm discovered that only a handful of future-ready companies realized that honing talent is key to business resilience in the coming years.

• Humanizing the workforce

As technology and digitization disrupt the business world while an ongoing pandemic has given birth to remote work, managing talent can steer from human empathy to emotionless data metrics that can be off-putting for an employee. 

SHRM encourages companies to empower their workforce even after the pandemic. Naturally, workers perform best as they find meaning in their work, so talent managers should prioritize employee development as well as employee experience.

• Tapping the employees’ potential

Accenture claims that companies should satisfy these human needs to be able to unlock their workforce’s full potential:

• Employable
• Emotional/mental
• Relational
• Physical
• Purposeful
• Financial

The company mentions that though all needs are important, organizations don’t give enough attention to the mental and relational needs of their workers. With the recent “Great Resignation,” leaders ought to revisit their strategies in talent retention.

Gain employees’ trust

At the height of the pandemic, many employees had placed much trust in their employers to respond well to the outbreak.  Another way to earn more employees’ trust is to provide transparency of data within the company that can motivate employees to perform better. Accenture shared that as they began reporting their stats on the number of workers with disabilities, the number grew from 1.5% to 4.5%.

Businesses have realized that digitization is only one aspect of business continuity in these unprecedented times. For businesses to survive and thrive in the new normal, they have to revamp the way they handle, arguably the most important asset in any company, talent. To nurture the future-ready workforce, talent managers such as HR representatives and global mobility professionals, need to keep up with the strategic transformation of their employee initiatives.