Is Traditional Talent Management Enough to Thrive in the Modern Workforce, or Is It Time for a More Agile Approach?

Any innovative idea, concept, product, service, can be only as good as the People carrying it.

This, alone, should push the Institutions to recognize that the success of their organization heavily depends on their capacity to attract, develop, and retain talents, aiming at ensuring that the right people are in the right positions at the right time to help achieve the larger objectives of the business.

The competitivity that surrounds the current world, along with new generations that keep on challenging the traditional ways to operate is pushing us to look at Talent Management in a new light.

Institutions no longer carry the only duty to reward high performers considered as Talents but they also have to take full responsibility to create and nurture the environment in which Individuals can be, become or strive as Talents.

It has become Companies’ mission to approach Talent Management with agility and creativity to cater to a very diverse population of Talents that can only be leveraged through tailor made methods. The one size fits all does no longer work.

Agility to navigate between different generations representing different definitions of what Talent looks like but also what Talent requires. From a traditional, almost patriarchal model , to a digital native Gen Z model, there is great challenge to manage these extrem polarities (and everything in between) to cohabit together but also to have enough tools to water their talent and give them all a sense of purpose and fulfillment that will resonate with their aspirations.

Although one can always lean on the well established fundations to execute a conventional Talent Management strategy, now could be the time to take into consideration the reality of our current society, its contemporary norms and trends and their influence on a generation that comes with a set of different drives.

Financials elements and career advancements are undoubtedly seen as primary components but over the last decade there has been a raise of factors more oriented towards work life balance, work flexibility (remote, hybrid), agility in the work place with the possibility to try out different roles horizontally, perks of different nature.

The message is clear, Talent Management can survive practicing the technics of the good old days but to strive, Companies will have to be fluid.