There are talents in several professions and hobbies, for instance, musicians, athletes, circus professionals, professors, mathematicians, historians, scientists, business professionals and numerous others.
In organizations, it is very common to emphasize talents that have already stood out in some way in the complex business system. We cannot, however, forget those that haven’t yet been uncovered, therefore being less visible, and that metaphorically we will call “rough stone”. Albert Einstein’s biography tells us his burdensome path to be recognized as the person who extended the horizons of modern physics. Einstein even heard from a professor in his school in Munich: “You’ll never amount to anything in life”.
Working with people management for almost 30 years, I have seen people who were considered very good professionals lose strength and become stagnant, while others who were not even noticed proved to be professionals with higher performance. As a recruitment and selection psychologist, I could participate in selection processes for engineers, administrators, and lawyers that today are presidents, vice presidents or directors in large companies. I have also seen technicians become excellent managers and many operators reach technical and supervisor levels. Some talents grew, others remained stagnant until retirement, that is to say, some were polished over time, whereas others remained in their raw state, with hidden resources and abilities.
In order to avoid that these already identified talents settle, or that the rough stones remain as they are, modern companies have begun to use management softwares that facilitate this lapidary work, evincing strengths to be seized and points for improvement, to be developed by encouraging ongoing and formal feedback. In view of this new reality, Personnel Management or Human Resources, have been gaining strength and taking an increasingly strategic role in organizations. With their eyes focused on business goals and strategies, the human resources initiatives have become: capture, develop, retain and recognize people, based on the strategies and goals of their organizations.
How is the whole development process manageable? It is each professional’s responsibility, with his or her leadership’s support and orchestrated by the HR. For that, it is necessary to plan, monitor the progress and the impact of the individual’s evolution in achieving the business goals.
Human resources management, over time, has been through highs and lows in terms of acceptance and application in organizations in recent decades. Therefore, what can be done so that talent management does not become just another fad? The classic answer is “it must be part of the company’s culture, including talent management in its routine”. Which also means that it must be a political will from the top management.
A systematic method of approach to the subject is necessary: planning (where we are and where we want to go), carry them out in a disciplined way, verify results and always make improvements in the project. In face of this need, Mereo Consulting has developed a talent management module, for the Mereo-GR. This module ensures that talent management is performed easily, fast, transparent and in a participative manner, aligning the strategies and goals in pursuit of results.
Companies that do not identify their talents lose the opportunity to enhance their results, take advantage of knowledge and skills to the fullest, and fail to create a healthy environment of challenges and motivation. They end up promoting training that will not actually be applied, taking the risk of promoting people and then having expectations of better performance frustrated. People become adrift, not knowing what is expected of them, when they are doing well nor what they need to improve.
The platform developed by Mereo aims at counteracting these weaknesses in management, encouraging and disseminating strategies and goals, helping to maintain the vision and mission in people’s minds. It shows clearly what is expected of people through profiling skills at each level of operation. It promotes the opportunity for people to be assessed and, through feedback, gain greater self-knowledge about how they are perceived in their skills, being able to compare their self-assessment with the assessment of his superior, peers, customers and internal suppliers. Each person can have a clear picture of his or her strengths and those that need to be developed. This will be possible through the IDP – Individual Development Plan – These instruments provide the necessary roadmap to help everyone in their professional growth.
On the other hand, the company will have an overview of the skills available in the team and those that need to be developed. That way, being able to focus on actions and resources to enhance the existing work and narrow competence gaps, in order to ensure the results.
Janua Coeli Gonçalves Nogueira