Thought Leadership

Disruptive talent management to develop the senior leaders of the future

The world of recruitment is rapidly evolving with the introduction of new ideas and advanced technology such as AI to streamline processes; talent managers have to be quick to change with the times, so as not to get left behind.

A recent report in the World Economic Forum states that 65% of children entering school today will be undertaking roles which are yet even to exist. This statement clearly demonstrates how quickly industries have and will be changing, meaning that organisations need to respond in an adequate way which encourages disruptive talent management processes that reflect the reality of the sector.

Disruptive approaches can ensure that a business is front of mind for key talent and should be paired with a number of key themes which can address the question of how will industries across the board ensure they have effective senior leadership for the future.

Define critical capabilities for organisation success

Talent managers will struggle to source and secure the best and right kind of talent without an idea of what organisational success looks like in the eyes of the board. Highlighting business objectives and the subsequent tasks of those in senior leadership are likely to shape the talent management strategy effectively in line with expectations. It also makes it easier for a clear definition of what ‘good’ looks like in terms of senior leadership, which allows a more refined focus of time and energy towards the recruitment of professionals.

To find the best people to suit an organisation, talent managers need first to understand what talent they already have and where the skills gaps exist. They should also identify impending retirement dates and ensure that succession plans also support the future requirement for talent.

Manage careers in line with required capabilities

Companies have gradually become more aware of their human resource, beyond being simply that. It is now more critical than ever for companies to recognise their employees as people, who think and feel. This then allows them to build a plan that links their personal attributes and interests to their sense of purpose. Through doing this, talent managers can focus on meaningful career conversations rather than processes, which are more likely to drive change and encourage growth.

Build a sense of purpose and allow talent to take charge

Mentoring has been instrumental to the success of many of today’s CEO’s, driving their sense of purpose within their role and allowing them access to excellent career advice. Offering this exceptional resource will enable people to take charge of their careers, with a particular focus on the capability to question and challenge their leaders to become better management themselves.

A culture that encourages individuals to self-nominate themselves and prove their value within their workplace can drive an internal marketplace for talent and will result in roles fitting the individuals’ requirements rather than vice versa. By operating under this disruptive approach to advancement in career and talent management, companies will be able to encourage more different and diverse types of talent which as a result can accelerate positive change.

Throw out traditional career paths

Finally, if a business truly wants to see transformative and disruptive change, they will be prepared to discard outdated and traditional career paths. Besides no longer working effectively in modern industry, challenging traditional career paths has led to questions surrounding the perceptions of what it really means to be successful.

Through doing this, talent management can create substantial challenges for leaders, encouraging them to take considered risks and allowing them to develop the capabilities they need to succeed.