In recent years, talent management has emerged from the folds of HR to occupy its own rightful place in the sun. Contrary to the somewhat myopic view of traditional HR practitioners, talent managers take a more holistic view of people matters, looking to do all it takes to bring on board the best talent such that the company can attain its strategic goals.
How has the role changed in the pandemic?
In the initial days of COVID-19 hitting the world, the chief aim of an HR leader was to bring about calm amid the chaos, keeping people connected with each other and with the company and offering them care and safety. With an en masse move to remote work, it became even more important to pay due consideration to the morale and productivity of those away from the regular office space.
However, as the crisis wore on, talent leaders came to realize the effects would be more lasting than they previously thought. Certain trends were already afoot in the HR space, and the pandemic just kicked them into high gear. Putting in place a strong future-ready talent management strategy requires concerted effort in these trending areas to position the company strongly for what may come.
What are the key focus areas for talent management?
As businesses and people around the world try co come to terms with the extent of the impact the pandemic has had, here are the chief areas HR leaders must focus on:
- Planning and strategy: With huge shifts in traditional business methods, the whole planning and strategizing process needs a change, and the same talent base as before might not be able to deliver. The way out is to identify and focus on critical roles along with major skill pools with an eye on the future. Technology can also enable the implementation of suitable talent managementsystems.
- Hiring:The whole way of life has changed in most if not all sectors. For instance, daily needs – groceries et al – have seen an uptick, while hospitality and travel have gone down hugely. Unemployment has gone up courtesy many businesses taking a hit, yet this very fact has made efficient and effective hiring all the more important. In-person interviews are all but gone, with online hiring, interviews, confirmation, and onboarding taking its place. Temporary hires have gone up faster than permanent hiring.
- Employee experience: With employees working from home or other remote locations, keeping them connected and ensuring a positive work experience is a top priority for talent leaders. This becomes even more critical with work from home blurring the lines between work and home, and an absence of in-person interactions with office colleagues that to many was a defining part of the workplace. A wise approach is to tailor the experience for employees at different levels – the priorities of managers will differ from those of senior executives, for instance.
- L&D and reskilling: In downturns such as the pandemic, talent managers face pressures on cutting costs due to lower revenues, yet must also train workers to help them adapt to changing circumstances. The crisis has accelerated transitions in the workforce, and new talent gaps must be closed by reskilling so that employees can remain connected and relevant to their jobs. Digital training, leadership skills, and new work practices are essential to focus areas.
- Performance management: There has been a big change in how performance is managed and rewarded, given that certain traditional yardsticks no longer hold ground. Even previously, performance management systems have satisfied neither manager nor employer. The accent now is on a transparent, clear link between performance goals and business priorities, along with managers needing to up their coaching capabilities.
