While we are approaching the time where we will not have enough people for the jobs available anymore (the famous war for talent will kick in soon) we still see most companies streamlining their organisations. The pressure on cost forces new ways of thinking and higher levels of effectiveness. Some employees then end up needing to reorganise themselves. Looking for new challenges. That is normally what we think when we hear flexibility of the workforce these days.. I would like to add another flexibility to this. When a company is streamlining, and wants to consider the upcoming shortage of resources at the same time, it might be the company which needs to be flexible. This requires HR to be aware of key competencies and skills which are required for the future success of the company. Then HR needs to assess who in the workforce has those vital skills and competencies. In case those employees are occupying jobs which are to be streamlined, that is when HR needs to show their flexibility: The interesting challenge then is to reshuffle the resource pool in a way, that those vital skills and competencies are preserved. This might mean changing the structure, changing processes, changing HR tools etc. This will ensure the company is prepared for the future, and not depending from future resources to bring those then essential skills and competencies. It is likely that the case where those skills and an available resource who also wants to work for that company are all coming together are rare. So better ensure you make the very best use of the resources you have today. Know their talents, and put them to the best possible use. This yields higher results and utmost motivation. What better base for everybody’s success?

If you want to know more about true talent management, I am, as always, at your fullest disposal. Yours, Susanne Kremeier

There are statistics telling us that during 2014 the ‘Generation Y’ population will outnumber the generations before. This will be quite an interesting moment for everybody, also for HR. Till then older generations can pull younger people aside to tell them ‘this is how we use to do things’.. As of then the younger people will reply: ‘and this is how we now use to do it’..

Gen Y (please click on the link to see the research document)

As this research from IBM shows there are significant differences between the generations. We do see that communication is significantly different. ‘Knowing’ people has a completely different meaning: when I say I know somebody, I have at least met this person once; when a younger person says I know somebody, this could very well mean they chat, exchange updates on Facebook, or even that he/she knows ABOUT that person.

We need to get ready for the complications this will create in the workplace. It also will mean people will need and bring different talent. There will be a need to translate and mediate between the different generations for a while. When assessing talent these days, this might be an element which had not been on the radar screen so far, but needs to get there soon. When you look into early retirements, maybe you could evaluate whether the person you are about to led go has children or grandchildren belonging to Gen Y. And if that person seems to have a great connection with these family members, maybe this could be a perfect ambassador for your company? Rather than letting the person go define a new role for him/her: bringing the generations closer to each other, so that all can learn from each other.

If you want further support with this exciting challenge: I am at your fullest disposal. Yours, als always, Susanne Kremeier

Everybody dreads needing to lay off people. Unfortunately most companies need to do this at one point in time. Then it needs to be done swift and rapidly. Social plans are worked on, everything should be done as low profile as possible and with the highest possible respect and dignity. So far so good. But what about talent management? What happens with those talented people who work in those branches or affiliates which need to be sold or closed in order to allow the rest of the company to survive? Latest then the people in charge of talent management notice how important it would have been to keep not only close track of talent, but also to have a longer term plan for each individual who is to play an important role for the success of the company. Latest when the first thought of restructuring appear at the horizon the talent management department should assess who in those departments can be moved to another job. If that move requires a physical move it needs to be carefully evaluated whether that employee might accept that move. If there is no possibility to keep that employee it could be considered offering him/her to join a special development program. Quite an important amount of companies have already joined up to work on talent management together. They exchange high potentials between them. Sometimes because there is no immediate opportunity within the same company. In all cases in order to offer the talented person another exposure and experience to further broaden and expand the expertise and talent. If a talent cannot be offered a job suiting all of the employee’s needs with respect to location, such an assignment might be a perfect bridging opportunity. Maybe one day the limitations surrounding a move disappear.. If not that company has at least ensured that a talent has continued to enhance his/her skills. If all companies would do this, we all would work together on upgrading the quality of everybody’s talent…

If you want to exchange some ideas on sustaînable talent management, I am at your fullest disposal.

Yours, sincerley, Susanne Kremeier

What a nice new buzzword this is… CSR. Wikipedia describes it as follows: Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship, social performance, or sustainable responsible business/ responsible Business)is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company’s actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere.

We still seem to connect this term to prevention. I would like us to focus on creation. Proactivity linked to sustainability. Rather then ensuring nothing bad happens, how about making sure something good happens?

Let’s have a look at talent management linked to performance management. Most companies want to ensure that they reward the right behavior and sort out those showing wrong behavior. There are many dimensions to ‘right’ and ‘wrong’. If we exclude unlawfull and unethical behavior, ‘wrong’ means mainly ‘wrong for the company’. However, this behavior still can be perfect for another company, NGO, or public institution.

We most likely all agree that motivated people excell in what they do. What if every employer would focus on ensuring all employees can develop their strengths, no matter whether they are of direct use for that particular employer? Even if that employee will leave to find the right employer for him/herself? If all employers would do this, talent would become the new unit of wealth. Everybody would try to put it at the very best use. Sometimes it is best invested in the own company, sometimes better in somebody elses.

Of course this will take quite some time for a critical mass to join this circuit. First companies have started to develop talent no matter whether it is critical for the success of that comany or not. Some companies even develop any talent, whether it is a business skill or not (like speaking a language, playing an instrument). As long as the individual has the thrill of raising his/her potential the motivation will sky rocket.

With this new challenging year starting, maybe a thought to invest some time in. If you want to have a sparring partner: I am at your fullest disposal!

Yours, sincerely, Susanne Kremeier

When we look up the word ‘ talent’ in wikipedia, we find:  The “talent” (Latin: talentum , from Ancient Greek: τάλαντον, talanton ‘scale, balance’) was one of several ancient units of mass, as well as corresponding units of value equivalent to these masses of a precious metal. It was approximately the mass of water required to fill an amphora. A Greek, or Attic talent, was 26 kilograms (57 lb), a Roman talent was 32.3 kilograms (71 lb), an Egyptian talent was 27 kilograms (60 lb), and a Babylonian talent was 30.3 kilograms (67 lb). Ancient Israel, and other Levantine countries, adopted the Babylonian talent, but later revised the mass. The heavy common talent, used in New Testament times, was 58.9 kilograms (130 lb).

Yes I know, this is another definition of Talent. Or is it? As much as the talent we normally refer to this is a definition of something we think we know well, but has different interpretations. As much as everybody thought that it is clear how much water goes into an amphora, we see different translations into other measures. Isn’t it the same with the talent of the people? Do we not also think it is crystal clear what kind of talent is needed to be successful? Isn’t it more so that we look for a talent we have seen successfully working in the past? Maybe even our own talent? How will we react if somebody offers us something else, also described as talent.. How would the Romans have reacted to the Greek, when a Greek offered them ‘their’ talent, and it ended up filling the Roman amphora only 2/3? Would that have started an argument, maybe even a fight? How often does this happen in our professional life: somebody appears to be convinced to approach a task correctly, using his/her skills. And we would have done it differently. Are we immediately thinking the result cannot be good, as the approach was wrong because not ours? Or are we waiting till we see the results before we judge?

I would like to use this period, which for most of us is full of reflection and maybe even emotion, to reopen your own curiosity again. When you see something or somebody acting different to the way you would have done, say: how fascinating! and continue to observe. I am convinced that you will be richer after this experience. Either you learnt something new (will say saw another way of achieving a certain result), or you developed a new skill (will say patience and observing curiosity). Both would be reasons to celebrate!

Which brings me to the time of the year we are in: I wish you a mesmerising period of holidays and look forward to an eventful and rewarding 2012 together with you! Yours sincerely, Susanne Kremeier

A lot of companies are evaluating their talent these days. They want to know where their critical positions are (these are jobs important to achieve the strategy, no matter who is doing that job today), their critical people (these are high potentials vital to achieve the strategy, no matter which job they are doing today), and try to see how this landscape is changing in the coming months. It is very important for true talent managers to anticipate when and which key roles are going to be vacant, so that they can start putting the respective employee development in place for a suitable successor. The past couple of years a lot of companies suffered from the effect of restructuring and cost cutting. Only a very few of companies had the chance and maybe also the skill to anticipate, which talent they could let go, and which they needed to keep in order to manage the future. Now with the workload having picked up, but the money unfortunately not flowing in as hoped for (the Euro and Dollar crisis is not helping at all) the talent managers need to create new innovative ways of finding, developing and keeping key talent. It is more important than ever before to fully understand which skill set, which capability is having which positive impact on the strategy. Having the wrong person on the wrong job at the wrong time is more dangerous and costly than ever before. Consider involving the people involved. Sometimes the highly talented people have a good view on where they can best contribute to everybody’s benefit.

If you would like to learn more about true talent management and dynamic workforce planning: I am at your fullest disposal! Yours, Susanne Kremeier

1.10.2011

The world is still in turmoil. Some countries and some industries start to pick up, others still believe themselves in the middle of the crisis. The crisis covering all is the war for talent. In the so called ‘developed countries’ there is not enough new talent available, as birth figures have gone down for a significant amount of years. The ‘emerging countries’ show a huge amount of talent and young potential, but they are – yes – emerging, so the talent actually prefers to boom there rather than to go through incremental career
paths in the developed countries.

So even more important than ever before that companies have a very thoroughly thought through people strategy. The company strategy needs to be sound, convincing and sustainable. The people strategy needs to have a clear employee value proposition to attract the right talent for today and tomorrow. HR departments also need to ensure they keep their fingers at the pulse of the workforce and each individual to ensure the talent remains motivated and enthused.

Not an easy task in times of tight budgets and calls for action. Now is the time when previous investment, financial and emotional, will pay off. If your employees believe you when you say you are sincerely  interested in them and their future due to your track record of honesty and authenticity, they will walk with you through this stormy road.

If you need a sparring partner to ensure you are the employer of choice: I am at your fullest disposal! Yours, Susanne Kremeier