Strategic talent management revolves mainly around character. In an article entitled 'The three elements of talent management' recently published in HR Praktijk, Lidewey van der Sluis, Professor of Strategic Talent Management at Nyenrode Business University, explains concisely that talent management goes much further than only charting an employee’s strong points. Knowledge and skill make up only one-third of the overall picture.
Van der Sluis points out that a second component of strategic talent management is motivation. In order to ascertain the level of motivation, you have to ask the ‘why’ question: Why do people want to work here? What drives them? Van der Sluis says the answers to these questions can be surprising eye-openers. And last but not least, providing the right work environment is essential. ‘Just like a tree, an employee won’t grow and flourish unless given the space to do so,’ says Van der Sluis.
‘What makes you tick’
The article gives two compelling examples of strategic talent management being applied in the correct manner. The management team at Radboud University Medical Centre in Nijmegen primarily selects new employees not on their diplomas, but rather their passion for healthcare. So employees’ knowledge and experience are of secondary importance.
Temporary staffing agency Adecco places the main focus on people’s drive. In fact, they actually consider drive to be an explicit part of their DNA and business culture. Everything revolves both in the internal organisation and the external services around 'what makes you tick'. In other words: employees’ motivation and energy.
Based on case studies, Van der Sluis concludes that the character of the employees is materially important. This is particularly true given the level of investment that must be made in talent management. Van der Sluis: ‘While the employees give their talents, time and freedom to the company on loan, they must ultimately yield benefits for the company. Companies that are able to optimise this exchange relationship don’t manage employees as a barrel of knowledge and skill, but rather as people with beating hearts and vibrant souls.’
A matter of nature or nurture?
Other scientists also claim that talent management goes beyond the abilities a person innately possesses. A combination of different factors must be taken into account. This was revealed in a previously published article 'The talent issue: a matter of nature or nurture?' published in NPM’s own Capital Magazine. Anders Ericsson, a Swedish-American Psychology Professor at Florida State University, claims for example that deliberate practice is also an important factor. He demonstrates based on biographical data that the most highly acclaimed violinists throughout history have always been violinists who had practiced the most. But Ericsson says that all the practice in the world will only be worthwhile if it is done under the guidance of the right mentor and driven by a will to innovate.
Nico van Yperen, a Psychology Professor at University of Groningen, says in turn that it is primarily drive that ultimately transforms a talent into a top talent. The will to improve performance also plays a clear role in managing talent.
