A stance on talent maps today

“Talent, and not capital, will be the fundamental factor in the 21st century to connect innovation, competitiveness and growth” Klaus Schwab, Founder of the world economic forum.

Trace, define and create are elements that have been used for centuries in the history of humanity to guide and achieve different goals between communities, organizations and people.

Talent management tools have been great allies in the correct management of talent in an organization. Today, talent maps have become a strategic guide, which allows the organization to attract talent, generate opportunities, close gaps, and retain talents, through the implementation of different processes that evaluate the competencies, values ​​and performance of the employees as an important part in the search and realization of a common goal.

A talent map makes it possible to contrast the potential and performance of employees, aligned with the organizational culture. This is how the nascent challenges, innovation and the technological era pose new perspectives and alternatives that all companies intend to achieve.

Undoubtedly, these goals are accompanied by a successful design, ranging from training, talent execution, location, teamwork, to optimal use of resources, which in the end will allow organizations to grow satisfactorily and with success. results according to contemporary demands.

It is clear that, companies must potentiate their talents from digital expectations, and understand as explained by the economist Fernando Pascual in an interview published by Ivie on his YouTube channel that: “it is necessary to broaden the perspective behind sources of growth such as investment in IMAX 3D, artificial intelligence, intangible assets whose measurement is undoubtedly much more complex, it is in this context where the talent resides ”.

It is important to understand that the common objective of companies now takes a new direction that has been shaping itself, where technology is the main protagonist and therefore business models have been shaping up, looking for performance and skills to be revised from current requirements.

Understanding that the objectives have changed, that the market evolved and implemented new models of communication, culture and reality, and in turn the way in which resources are invested, solutions are implemented, measured and qualified, it is necessary to revert to raise the needs in the organization, which, without forgetting the culture, values ​​and human potential, points to the transformation of the already known talent maps.

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