The «war for talent» is in full swing! At a time when the job market is becoming increasingly competitive, developing and retaining talent within companies has become a major challenge for Human Resources.
Attracting, revealing and retaining talent… Yes, but also knowing how to quickly evolve the right skills in the face of the accelerated transformation of companies that requires new leadership!
What is talent management? What are these new leadership models? How do you recruit, identify, retain, and retain talent? How do you support and develop their skills?
On the occasion of a webinar talenco dedicated to talent management, we collected the experiences of Vincent Ruf, Head of Talent Experience at Engie, Stéphanie Nervegna, Director of Talent Development and Transformation at KPMG France and Mirko Longhitano, Talent Development Director at Plastic Omnium.
What effective talent management strategy is suited to the ongoing transformations?
Talent management: talent management at the service of the transformation of companies
Digital revolution, climate change, recurring crises, new uses and behaviors… all these developments impact the activities and organization of companies. The acceleration of the company’s transformations requires the recruitment of new talents and skills.
3 reasons to rethink your leadership model and talent management
- First of all, we are transitioning from a pyramidal organizational model to a more agile matrix model, and we need to adapt to that.
- Then, we need to accelerate and clarify the strategies, and this requires effective and reactive actions.
- Finally, the relationship with work has changed. In 20 years, the level of’Employee engagement French consumption has significantly decreased, their expectations have changed and new environmental and societal issues must now be taken into account.
These developments require new management skills to engage the teams and justify changing the leadership frameworks.
Step 1: Rethink the models and frameworks of leadership and management
The major transformations of the company call for rethinking management frameworks, developing managers in skills and preparing the leaders of tomorrow.
At Engie, the new reorganization initiated in 2021 is accompanied by a change of culture and an evolution of the leadership framework. The « Engie's ways of leading » comes to clarify what is expected of a manager, for example more transparency, trust, and autonomy…
At Plastic Omnium, one New model of leadership It has also just been deployed around 5 values and behaviors expected of leaders. For Mirko Longhitano:
« CThis model of leadership is the backbone of our culture. It relies on new strategic skills related to the ability to inspire commitment, to highlight differences, to promote individual development… »
At KPMG, there are two reference frameworks: one at the level of leaders and partners, the other at the level of teams and employees to enable everyone to act, perform, and achieve their goals. to have a positive impact.
Management framework
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Step 2: Detect and evolve key profiles using a talent management strategy
Although the concept of the «war of talent» has existed for about twenty years, the criteria that determine talent have evolved. Today, we have need to recruit or reveal people who can adapt, To better understand customer habits and anticipate changes.
In this logic, Talent management is becoming a pillar of HR strategy, linking talent management to the challenges of collective performance.. Targeted recruitment, continuous evaluation and consistent retention mechanisms become key tools for HR and management to attract and retain the most suitable profiles for future needs.
The detection of talent
Identifying high-potential employees is a key challenge for HR, These tools help strengthen the employer brand, align talent with the company’s objectives, and prepare succession plans for executives. Beyond evaluation tools, managers are often at the heart of this process to identify the skills, aptitudes, and potential of their employees.
For Detecting talent At Engie, this typically involved processes of « People's reviews »But since 2021, to achieve real gender equality, the company has entrusted the talent detection to a group of leaders:« Talents offer talents themselves »For Vincent Ruf, « This type of initiative has allowed for the discovery of different profiles and the discovery of hidden talents ».
For Jean Baptiste Gouin, CEO of talenco, « the Reverse Mentoring It can also be a good opportunity to reveal talents, most often among younger generations of employees« .
The evolution of talent
For to develop and utilize skills effectively With identified talent, it is necessary for HR departments to have a genuine talent management strategy and to consider it. personalized itineraries and individualized support.
At KPMG, Stéphanie Nervegna explains: « we want offer everyone perspectives and a framework to grow our talents. To do this, we have redefined roles and responsibilities in our professions and value chains. Our approach to training is adapted to the different roles and we We will individually accompany each one ». Each talent is free to build their own path.".
At Plastic Omnium, « individualization is also very important to retain and develop talent »According to Mirko Longhitano. A specific leadership support system has been put in place with a dedicated training program based on the expectations for each level.
Individual coaching also involves «development points» where the manager takes on the role of coach to reflect on the employee’s ambition and the means to achieve it.
Step 3: Create talent communities, an effective way to retain future leaders
To retain talent, creating and fostering talent communities seems to be one of the keys to success, as they create a lasting bond between future leaders.
For Vincent Ruf at Engie, « The community is at the heart of the talent experience. It is a real factor of engagement and loyalty »Being present in person allows us to create emotion, trust, and collaboration; that is why it is important to organize events to bring the community together and create impact.".
Beyond development programs and networking, these community days allow, according to Mirko Longhitano at Plastic Omnium, to:« creating proximity, exchanges and humanization ».
At KPMG, two new programs have been developed to foster talent communities: one, experiential, on leadership development in the form of Seminars with intermediate experimental times, the other around intrapreneurship with a dedicated support team. Finally, a tool podcast is about to be born.
« Every community must be based on a common goal. The concept of talent communities is essential for the future because they allow for building connections, promoting cross-disciplinary collaboration, and weaving networks of future support. ».
Jean Baptiste Gouin, CEO of talenco
The communities of managers, For example, they play a key role in talent management: they create a network of support where successes, difficulties and levers for more human and effective management are shared. This collective work nourishes long-term talent management and strengthens team loyalty around shared values.
An effective talent management policy is today a strategic lever for management and human resources, serving the performance of the company.
It links recruitment, evaluation and talent management to a genuine performance management approach, capable of revealing, developing and retaining both high-potential employees and new recruits.
By fostering peer-to-peer sharing, continuous learning, and the building of engaged communities of managers, organizations establish a culture of sustainable progression. This holistic approach to talent management enhances both collective agility, talent retention, and long-term performance.
