Since the early 2000s, the world of work and talent management has undergone major changes. Here are 3 key figures in the Employer/Employee relationship that show that talent management must evolve.
Since the early 2000s, the world of work and talent management has undergone major changes. Here are 3 structuring figures in the Employer/Employee relationship, whose current model will necessarily have to evolve to adapt to the behaviors of Generation Y and Z Talents, who represent a significant share of employment today, but even more so tomorrow.
👉 That's the average length of time in post for people on permanent contracts, among 27 companies surveyed by komin.io in France between June and August 2019(major groups/SMEs/startups or scale-ups, all sectors combined). In the USA, among the 10 largest technology companies, this figure is raised to 1.5 years!(source Payscale 2018) #turnover #onboarding #offboarding
In 2019, when a candidate signs an employment contract, it's neither a marriage contract with the company, nor a promise of fidelity. In reality, employer and employee are agreeing to go their separate ways, but the employer needs to be clear that this union is a free one. While it is unlikely that the employee will leave "the home" (to stay with the metaphor :)) before 18 months, to avoid having to explain a hole in his CV, the employer must bear in mind that from that point onwards he must think about renewing the position, by preparing the recruitment and the training/up-skilling module for the future employee. #knowledgemanagement #sharingisthenewlearning
👉 That's the share of young French people who believe it will be normal by 2027 to combine several professional activities! (source Revolution @work/Ipsos 2017)
A few years ago, the phenomenon of the "slasher" emerged, i.e. people who carry out several activities at the same time, by choice (desire for autonomy, desire for personal organization, etc.) or by necessity(part-time work/complementary income, etc.). If a tiny proportion of the working population is a "slasher", this figure suggests that this proportion will increase considerably in less than 10 years' time. This will undoubtedly have an impact on talent management. Companies will have to learn to deal with employees whose behavior will most likely be different from that of mono-actives, while culture remains a fundamental foundation of engagement. #slasheur #slasher
👉 This is the average time estimated by Oxford Economics for an employee to be fully productive, i.e. to have finished "climbing the skills ladder". That's 6 months of skills upgrading (source Oxford Economics "The cost of brain drain")!
In a few years' time, if these 3 figures combine, then the volume of employees entering and leaving companies will increase considerably, and it will be complicated to maintain an equal level of performance with a skills upgrading lead time of more than 6 months!
It's vital that companies start thinking now about how they can evolve their managerial model and Talent management; those that decide to address this issue sooner will then have a real competitive advantage over their rivals. It's often difficult to decide to devote a little of one's time to short-term issues and focus on subjects with a more distant time horizon, and this is completely normal given the reactivity standards imposed on us, or our more diffuse attention since the advent of tools such as social networks. Paying too much attention to the short term is tantamount to "burying your head in the sand", or acting like a "pyromaniac firefighter", the counter-productive results of which in the long term are no longer in doubt.
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