We dawn on the birth of a new way to work. The pandemic simply increased the speed to where we are today. Remote work optionality is expected, flex time is desired, and leveraging consultants/contractors are normal.
With the changes come different values, beliefs, and behaviors. A talent transformation acknowledges these changes, looks to understand what they mean, and then develops a new talent strategy and management system that matches the world we live in today.
As organizations go through this transformation, they are responsible for recalibrating the Psychological Contract with their current employees. We view the psychological contract as a long-lost treasure. It was a popular topic in the 80s and then for one reason or another lost momentum and seems to be all but forgotten. Simply put, the psychological contract is the agreement between the organization (leader/manager) and the individual (employee) on their expectations from each other (implicit and explicit). Given the dynamic nature of the workforce today, leaders who understand and leverage the psychological contract will be in a much better place than leaders who do not. The calibration of the psychological contract is an example of a by-product a Talent Transformation can provide organizations that embark on this journey.
Another example of a by-product of talent transformation is to develop new systems and processes for selection (hiring talent). The common approach to selection today struggles in many facets, but one of the biggest areas is training and development. Specifically, training leaders and those who are responsible for hiring and talent management the art and science behind it. The volume of hiring has increased within the new workplace (some of that has to do with the increased leveraging of consultants and contractors) and has become a pivotal responsibility for all leaders. However, leaders are very rarely trained and educated on talent management principles (introductory psychology) and on how to intelligently interview and select candidates. We believe all talent transformation strategies should include a level of training and education for leaders. It seems unfair to hold individuals accountable to a responsibility they have never been trained or educated to do, especially one that is critical not only for their job but for the organization.
In the end, an intelligent talent transformation presents an organization with endless opportunities, enhances performance, and brings the individual back to the forefront. People are no longer organizations (or leaders’) most valuable assets or resources, I would argue they never were. Instead, individuals are essential elements for organizations (and leaders). Without them, no good idea is realized, and no organization can truly make a positive impact on their communities and the world.
Many organizations are at a point where putting off a talent transformation is no longer a viable option. Ignoring it is simply a reflection of ignorance. The science supports a new system, and the financials prove the cost burden of poor hiring and poor talent management systems. The only thing standing in the way is leadership accepting this and making it a priority. Band-aid solutions may help organizations get to the next quarter, but they simply will not help organizations get to next year.
We are not doomed to the same destiny as Sisyphus, yet we partake in the same labor. New talent tools, technology, or marketing campaign may help in the beginning, but sooner or later the boulder will come rolling back down. Without an intelligent Talent Management system, talent problems will inevitably sprout back up, because they were never solved. Unlike the fate of Sisyphus, we can develop a new system, solve talent problems, and make progress in our pursuits. While the same labor awaits Sisyphus every day, we have the opportunity to influence ours.
For those who are ready for the journey of talent transformation, 3Embers is here to guide you.
