INFORMATION MAP THE HUMAN AGE
Companies invest in a stimulating environment for children Companies offer talent a variety of resources for development
Companies invest in kindergartens and youth clubs to create a stimulating environment for children. Companies involve children in the world of work through internships and summer schools. Companies invest in sports facilities to encourage development of teamwork, team spirit, and character. Companies set up ‘buddy programs’ in which employees are coupled with children to inspire each other. Companies create (virtual) platforms for children for sharing ideas and experiences.
Companies strengthen educational institutions Companies work with educational institutions to set up courses to develop the talent they need. Companies provide people, expertise and finance to improve the performance of schools and students. Companies set up programs for teachers to show them which talents they are looking for. Companies lobby governments to increase their investments in the quality of education.
Companies make talent responsible for their own career plan and offer resources to implement it. Companies provide personal coaches and mentors to help talent develop. Companies ask talent to periodically do ‘internal internships’ to develop broadly. Companies set up cross-functional teams in which talent work together and learn from each other.
CREATION OF TALENT
DEVELOPMENT OF TALENT
Companies tap into unused talent pools Companies lobby governments for immigration laws that allow talent to move more freely across borders. Companies use technology to recruit talent globally for their (virtual) workforce. Companies adapt their work processes to suit unused talent, like single parents. Companies employ the talent of groups instead of individuals, for example for co-creation.
Companies show off specific assets to attract talent Companies invest in (the visibility of) their product, employer, or career brand. Companies adapt their business strategy to make it more appealing to talent. Companies invest in programs for social and environmental responsibility that appeal to talent.
Companies create an environment that encourages learning Companies create a culture in which experimentation is encouraged and failure is accepted. Companies evaluate and reward results of development, for example with a bonus or a promotion. Companies take talent out of their ‘comfort zone’, for example by changing demands or rotating jobs. Companies exchange talent with other companies to broaden their outlook and experience.
Companies offer opportunities for broad development Companies encourage employees to get involved in social projects, like working with refugees. Companies offer opportunities for developing non-jobrelated talents, like creative or athletic talent.
How can companies unleash the talent they need to succeed in the Human Age?
Companies motivate talent Companies create inspiring conditions such as an attractive work environment. Companies create an atmosphere of trust and respect where talent feels accepted and recognized. Companies offer international working opportunities.
Companies give talent responsibility Companies offer flexible employment Companies offer a variety of contracts, like specific assignments or jobs shared by a number of people. Companies offer talent new options if the entry position turns out to be unsuitable. Companies offer programs for training and development.
Companies use various channels to find talent
MOBILIZATION OF TALENT
MANAGEMENT OF TALENT
Companies institute mechanisms like round tables for talent to express new ideas and initiatives. Companies involve talent in (high-level) decision making processes soon after entering the company. Companies give talent a role in the development of new business. Companies define job requirements in terms of output instead of input. Companies offer talent work-life balance options within which employees make their own decisions.
Companies invest in talent management
Companies hire specialised recruiters who permanently screen social media for talent. Companies use (the network of) employees to recruit talent, for example by introducing referral programs. Companies work with educational institutions to approach talent before they enter the labour market. Companies outsource their recruitment processes to specialised agencies.
Companies set up talent management programs so leaders get the most out the available talent. Companies invest in regular assessments to make sure that talent is in the right place. Companies give managers targets for talent management. Companies learn from extensive exit interviews with talent that leaves.
Companies differentiate themselves through their application process Companies maintain a long-term relationship with talent
Companies institute high barriers to entry, signalling they are only looking for the best. Companies define requirements in terms of culture and values, not in terms of skills. Companies offer simple but thorough procedures for entering and exiting the company.
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Companies offer an ‘open return’ policy: talent is welcome to return after leaving the company. Companies invest in an alumni program to keep in touch with talent after they leave the company.
This Information Map gives an overview of measures companies can take to tackle the challenges of the Human Age. The map was made on the basis of four workshops held during the International Business Forum ‘Entering The Human Age’ on the 19th of May 2011 in Amsterdam. The forum was organized by ManpowerGroup, world leader in innovative workforce solutions. Participants included CEO’s and HR directors of ManpowerGroup’s business relations in western Europe. We thank all participants for their contribution.
made by:
The Argumentation Factory
Information Map
© 2011