At work, employees experience both the company and their interactions with a manager. They may enjoy the company culture, buy into its ideals, and understand its goals - but they may not feel the same way about their manager. The old adage, 'People leave managers, more often than companies,' talks to the responsibility managers have when it comes to talent retention.
But it is not all up to managers. The organisation and the individuals also need to put in the effort - and have the right competencies - to ensure talent management works. Think of it as a three-way partnership between the employee, their manager, and the organisation.
If these three entities do not work together, there will be no common goals, a lack of communication, and a relationship breakdown - which will spell poor service and costly fixes for your company.
The organisation's role
First, the organisation needs to be prepared to invest time, money, and effort in developing its talent. The focus here is less on money and more on making opportunities available through relevant learning resources and opportunities. The organisation needs to understand what a person needs to know, and when they need to know it - making content and timing the most important things to manage.
Too many people are sent on courses to learn things they already know, or things they do not need to know. Combat that by using technology to offer hyper-personalised learning. Technology tools can identify specific needs at specific times and then drive relevant, highly-personal training to the user.
The organisation also needs to equip managers with the ability to develop their staff, because this is not necessarily a skill managers have practised very often. Organisations need to give managers the right tools to develop staff - such as technology that guides development conversations and offers practical solutions to help employees improve.
Questions for the organisation
Do we know what it takes for each person to be effective? Do we know who has what skills, and where the gaps are? Do we have the right learning resources available at the right time? Are we equipping managers to have development conversations?
The manager's role
Managers are the critical link between the organisation's development strategy and the individual employee's growth. They need to be able to identify development needs, have meaningful conversations about growth, and connect employees to the right resources at the right time.
The challenge is that most managers are not naturally skilled at this. They are promoted for their technical expertise, not their people development skills. This is why the organisation's role in equipping managers is so important - and why technology that guides development conversations is so valuable.
The individual's role
Employees also have a responsibility in their own development. They need to be open to feedback, willing to reflect on their performance, and proactive in identifying their own development needs.
The best development outcomes happen when employees are active participants in the process - not passive recipients of training. When employees understand their own strengths, blind spots, and growth potential, they can have much more productive development conversations with their managers.
Talentprint - Supporting All Three Partners in the Development Process
Talentprint is designed to support all three partners in the talent development process. It gives organisations the data and oversight they need, equips managers with development conversation tools, and empowers individuals to take ownership of their growth.