Do you choose the employees or do the employees choose you? The shortage of qualified employees continues and it seems essential to actively attract qualified and suitable talent and then invest in retaining them in the long term. Good Talent Management is based on these six cornerstones.
1. Recruitment - employer branding
Wanted talents are spoilt for choice. They don't write 40 applications to different companies, but search specifically for a company or job profile that suits them. It is important to them that their own values are also practised in the company. If you want your company to be found by the right talent, invest in employer branding. It is also essential to invest in an integer Recruitment Experience. There are various moments of truth in the recruitment process that will shape the long-term relationship between company and candidate: from the advert to the first interview to the acceptance or rejection.
2. Onboarding - moving from administration to friendship
Onboarding is the beginning of Employee Experience . Onboarding should not just be understood as an administrative process. It encompasses the entire induction period for new employees, which can last several months and leads directly into the development phase. It is not just about the impression new employees take home with them after their first day at work, but also about getting to know the corporate culture, values and working methods over a longer period of time. Unfortunately, longer-term onboarding often takes a back seat in everyday working life. Develop an onboarding programme that defines clear contact persons, tasks and regular check-ins to ensure a smooth start and sustainable integration.
3. Development - ongoing promotion
Pick up good employees and actively promote them. Employees should always know what opportunities exist for their Development. Actively ask about their development goals. This gives you the chance to offer talented employees prospects before they move on. After all, losing good employees not only costs money, but also means losing a valuable talent.
If employees decide to leave the company, a respectful and civilised departure is a must. Continue to maintain a good relationship, because who knows - maybe you as an employer will be recommended to the next dream candidate. And as the saying goes: "You always meet twice in life."
4. Compensation & bonus - transparency
Antoinette Weibel, Professor of Human Resources Management at the University of St.Gallen, has long spoken out against a bonus culture and is in favour of returning to a good salary system. Fair and transparent salaries are more important to employees. HR is therefore faced with the challenge of designing a clear and comprehensible process for the annual review of salaries. This can be achieved through granularly defined budgets, clear guidelines, data preparation and reporting. With fair wages, companies can secure a qualified workforce. After all, a good wage is one of the three most important criteria at the time of a job change. After that, however, the salary becomes a hygiene factor and other aspects such as development opportunities, a good atmosphere and co-determination become more important.
5. Performance - focus on strengths
Instead of a traditional employee appraisal, we at HR Campus recommend employee appraisal interviews. Focus on strengths, motivate employees and find out how you can best support them. Live a feedforward culture. If shoulder reviews are still conducted, they should reflect the overall project and team performance rather than evaluating the performance of an individual. Make sure that employees know who they can turn to if they have any questions.
6. Succession planning - recognising and seizing opportunities
With successful succession management, you can find a qualified person for an open position with as little effort as possible.
Define and document key positions very precisely and analyse the vacancy risk. Consider for which positions it makes more sense to promote internal talent and in which cases new, creative approaches are required, as operational blindness could be a hindrance. Prepare for positions with a high vacancy risk and always have an overview of which employees could be promoted for internal positions. This way, you are optimally prepared for succession planning in the event of a departure.
Sources
https://www.leaderdigital.ch