The speed of change is record-breaking.
Also in Talent Management. As a consequence of Covid-19, many organizations decided to adjust their recruitment practices, to launch a COVID well-being program, to train their leaders on how to guide people from a distance, etcetera.
All of these initiatives in Talent Management were focused on keeping the business going, keep productivity and performance at acceptable levels, and giving support to people.
What about the other priorities in Talent Management?
What about the follow-up of the development of future leaders, the retention risk of high performers or the vacancy-risk of critical roles?
In other words, what about the Talent Review & Succession process.
The WEF stipulates clearly that in the fourth industrial Revolution – reskilling and upskilling are a must for each employee. If we don’t start by proactively identifying the talent and at the same time start the
reskilling, your business will lose.
What can your organization learn from Covid-19 on leadership & talent?
Now is the perfect moment
- to observe what leaders do when they don’t know what to do or when they are confronted with a major change.
- to identify which roles really are critical to the business. Which of these roles do add value or bring revenue?
- to get confirmation or not on the potential of a talent. Was he/she the one who came with refreshing ideas, moving the team forward as a natural leader, keeping spirits high, sharing his/her curiosity and eager to discover a new way of collaboration
- to involve high potentials or future leaders in the strategic COVID taskforce as a learning assignement