How do you see the issue of the talent war?
The talent war is real. These are a large number of sectors that are now in tension. I think of hospitality, construction, the transportation sector, which is experiencing a talent shortage, and of course, the IT world, the business professions. We can see this issue as a threat to companies. But we can also, and this is my case, see it as an opportunity. As HR professionals, this forces us to go beyond technical skills to find what really differentiates one candidate from another and leads them to success in a company: they are soft skills, that is, their abilities. This will lead to open up to different profiles to avoid “acute diplomatitis” and cloning, two obstacles present in France. Which also encourages inclusion and diversity within organizations.
How do we attract them?
To attract talent, all companies claim the use of new technologies and tools such as: artificial intelligence, digitization of processes, ATS, virtual reality…. But what will really count is who we are: “What is my culture and what are my values? How to radiate better internally and externally? Ultimately, a company needs to ask the right questions to determine how well a talent will succeed within it. The right choice for organization A is not necessarily the one that suits organization B. However, to correctly assess its needs, a company must also question its identity, who it is, what it has to offer, what distinguishes it on a level human, organizational and cultural…
It is still necessary for the company to know itself…
Indeed. This problem is less present in large groups that are increasingly better equipped. Employer branding, so fundamental today to attract talent, requires a true work of values. Big companies do it. It is more complicated for SMEs and ETIs, which are less prepared and prepared to do it. There are agile and easy-to-implement solutions, particularly around engagement survey solutions that make it possible to highlight the levers and build high-impact action plans to better manage talent management.
The other big issue is talent retention, which goes hand in hand with employee engagement…
A happy employee is half as sick, six times less absent, 53 times more creative. A truly engaged team is 17 times more productive and experiences a 59% reduction in turnover compared to a less engaged team. It is clear that loyalty depends on commitment. For the company, which must show transparency, it is necessary to create collusion, belonging, in short, an environment of trust and security where the employee has the right to make mistakes. Also, today we no longer talk about the right to be wrong, but rather about having to try to progress. All this contributes to the retention of talent.
In this set, what should be the place of the manager, shaken in his habits by the appearance of new forms of work organization, of which the hybrid model is an example?
In these new forms of organization, the manager is the cornerstone. Companies that invest in managerial innovation and their leadership will be the ones that stand out. Regarding hybrid work, the issue of support for managers is therefore essential for them to become the leaders of the transformations of the organizations they work for and the teams they lead. After the involvement of employees, the manager is the second factor for improving the competitiveness of companies. However, according to a study, a third of HR departments believe that management training is not adapted to the challenges they face today. Hence the need to equip them more.
HR functions are also heavily affected by the digital revolution. In a professional world where technology takes more and more place, where to place the human being?
We have no choice but to embrace the digital revolution and the resulting transformations. These tools must make it possible to put people back at the center of what they contribute in terms of added value: their soft skills, their interpersonal skills, their critical thinking, their ability to create and innovate… In the field of HR , this requires implementing self-sustaining solutions, which are no longer expert solutions for experts, but are accessible to everyone. This will put HR, the consultant, the occupational psychologist, on the issues that will have an impact tomorrow. We can already see this with the use of management or administration tools for certain HRM processes and the reorientation towards issues of talent development, well-being at work, etc. The management of the resulting data has also made it possible to know the work better and to move towards greater individualization and personalization, to develop and disseminate new work methods and co-development, for example. The new tools will be at the service of a better analysis and recommendation of actions with the greatest impact both on employability or individual performance and on collective performance.
Everyone wins, so why deprive yourself of it?
This content was produced with SCRIBEO. The BFMBUSINESS editorial team was not involved in the production of this content.
Source: BFM TV
