The design of the HR processes directly impacts employees perception of justice and consequently level of engagement. Talent management is one of those triggers that can either bond the person with the organization or be a fundamental reason to leave.

The design of the HR processes directly impacts employees perception of justice and consequently level of engagement. Talent management is one of those triggers that can either bond the person with the organization or be a fundamental reason to leave.

In the panel discussion several of us were exploring inclusive vs exclusive Talent management. I wanted to share few elements from our discussion, to impact and include the reader in collective movements of questioning the future of work, organizational setups, and changes in the leadership styles. This is also an invitation to be included and continue your journey.

We opened the question - how to bring the developmental opportunities to wider population rather then only selected few.

One of the responses that many organizations do is introducing internal talent mobility or internal talent marketplace. It makes opportunities available for the ones that want to develop. It also avoids exclusivity. Develop for what - we might ask ourselves? 

Often we think of hierarchical career steps. I would add not only employees or leaders but also, we, HR professionals like to have our little "ladder steps" to guide the employees in their development. I heard so many times “if you want to be on XX role in ZZ organization, you MUST come from the same department/organization and have YY role before”. Really? In some cases, absolutely. But there are cases where we can be more flexible. Ask yourself - What is the experience person is gaining in the specific role? Where elsewhere can one gain the same or similar experience? 

One of the panelists spoke about “success profiles”. If I use my words, those profiles are developed based on best performers in a role and experience that got them there. Not necessarily only keeping the pace on our beloved ladders. Implementing the tools or digital solutions to enable visibility of opportunities to develop (gain new experiences) is a steps in the process. Making the mindset shift toward more flexible approach requires time. We are talking about opening the opportunities to grow but also being flexible. 

Or open to truly embrace different ways of career development then what we have been doing before. I believe similar approach should work for development programs as well.

Where else we need more flexibility and inclusive?

We are all engaged “in the war for talents” in last decades. But who do we consider talents? Lets not start the discussion of Talent identification or how we identify potential. Lets stay with something more basic – contractual relation. Do we consider contractors, part timers, free lancers, returners (eg from maternity) as talents? How do we include them in Talent management? How about suppliers and customers as well? What if future will be in micro ecosystems where we, as one panel participant said “share talents not problems”. Fabulous questions, with lot of sub questions, reflections and urge to explore. 

Blurring the organizational rigidness seems necessary to sustain the system itself. Most likely rigid structure is needed in some cases but less in others. 

I wonder how much the ego and current stage in the personal development journey plays a role in not giving up the current structures and processes in place.

If we (participants on the panel discussion) would have a magic stick, we would immediately

- Connect the dots

Retire outdated HR process or certain KPI tracking, eliminate activities that add no value or are blockers of development (individual, organizational, etc). Use (lot of) common sense to make improvements that are sustainable. There is a huge opportunity and benefits if we connect the dots holistically.

- Focus on team and system

We strongly advocate the power of the group and need to strengthen the team focus. Introduce appraisals and measure success on the team level. Elevate the mindset of focusing on the team, where team unit is a cell for growth and development. Focus on the system or the whole organization creates environment to grow, develop and perform.

- Leadership journey

It is not easy to be a leader in today’s changing environment. We need type of leadership that act as gardeners, the ones who create and nurture environment for others. Leaders that are vulnerable and ready to “swallow their ego” for the benefits of others. It is not easy and automatic. Traveling on this leadership journey has important elements of learning about leadership. But to sustain the learning or make the change it requires also strong commitment and personalized approach (through coaching and mentoring).

 What would you do with the magic stick?