Since the beginning of the 2000s, the world of work and talent management has undergone significant changes. Here are 3 structuring figures in the Employer/Employee relationship that show that talent management must evolve.
Since the beginning of the 2000s, the world of work and talent management has undergone significant changes. Here it is 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 an important part of employment today, but even more so tomorrow.
👉 It's there Average length of stay in office for people on permanent contracts, among 27 companies interviewed by komin.io in France between June and August 2019 (large groups/SMEs/startups or scale-ups, all sectors combined). In the US, among the 10 largest technology companies, this figure is increased to 1.5 years ! (source Payscale 2018) #turnover #onboarding #offboarding
In 2019, when a candidate signs an employment contract, it is neither a marriage contract with the company, nor a promise of loyalty. In reality, the employer and the employee realize the desire to travel a long way together, but the employer must remain aware that this union remains free. If it is unlikely that the employee will leave “the home” (to stay in the metaphor:)) before 18 months, to avoid having to explain a hole in his CV, the employer must keep in mind that from this deadline he must think about renewing the position, preparing for the recruitment and the training/skills development module for the future collaborator. #knowledgemanagement #sharingisthenewlearning
👉 It's there Share of young French people who believe that it will be normal by 2027 to combine several professional activities ! (source Revolution @work /Ipsos 2017)
A few years ago, the phenomenon of “slashers” 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/income supplement, etc.). If a tiny part of the working population behaves like a “slasheur”, this figure suggests that this share will increase considerably in less than 10 years. Undoubtedly, this component will have an impact on talent management. Thus, companies will have to learn to deal with employees whose behavior will most likely be different from those who are mono-active, with culture remaining a fundamental basis for commitment. #slasheur #slasher
👉 It's there Average time estimated by Oxford Economics for an employee to be fully productive, that is to say that he has finished “increasing his skills”. That is 6 months of skills development (source Oxford Economics “The cost of brain drain”)!
In a few years, if these 3 numbers are combined, then the volume of entrances/exits of employees in companies will increase considerably and it will be complicated to maintain an equal level of performance with a period of skills development of more than 6 months!
It is essential for companies to think now about how they can change their managerial model and the management of their Talents; those who decide to address this issue as soon as possible will then have a real competitive advantage over their competitors. It is often difficult to decide to disinvest a little of your time on short-term issues and to focus on subjects with a more distant time horizon, and this is completely normal considering the standards of responsiveness that are 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 like “burying your head in the sand”, or acting like a “pyromaniac firefighter”, whose counterproductive results in the long term are well established.
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