If the recent shocks in the labour market have not woken up individual employees, I don’t know what will. It should be clear to every single employee practically no organization can be regarded as a safe haven. Employers can no longer guarantee life-long employment. Also, the need for constant innovation and adaptability is strong. Consequently, career issues are going to be on the agenda of individual employees, HR professionals, and managers. This blog is about how to make Individual Career Management (ICM) really happen.
The trend in contemporary career practices is to see careers as individual negotiations between employee and employer. Furthermore, careers have become unpredictable. Careers can no longer be ‘managed’, only facilitated. Furthermore, they are subject to the “irrationality” of the final decision maker (= the employee). More than ever, employees are going to need sounding boards when thinking about their careers. Thus, the demand for custom services within the HR departments will increase.
How can we make sure that the HR professional can deliver customized services in terms of talent and career development, there where it is needed the most?
Part of the solution might lie in making a smarter and stronger connection between hard & soft HR: applying HR data analytics for an evidence-based approach. This way, HR professionals will be more empowered. The reason is that they will be able to focus more on the softer people business of HR. Make no mistake, soft HR is where the real impact is made.
We could argue as follows:
Employees in the will be spending more time thinking about the next steps in their careers than before. HR needs to be ready to deliver customized services in terms of talent and career development. A good starting point may be to use the power of evidence-based Talent Analytics to optimize service in this soft HR topic. Contact us for more information about the Talent Review Profiler.