Next Talent management as an opportunity for companies in a shortage of skilled workers and how it differs from traditional talent management.
The promotion of young talent in the company, be it apprentices, dual students or trainees, is about developing potential and about the question of which best possible path to take in the company in the future. This poses an enormous challenge, as the young talents sometimes still lie dormant in the corporate context like diamonds in the rough that need to be found and polished.
How can training and HR managers discover these unique gifts and talents? And how do you reconcile these and personal orientation movements with future corporate interests?
Each era has its own peculiarities. The year 1769: Sturm und Drang, the birth of free genius. The year 2015: postmodern, companies struggle to attract and retain the geniuses. Most of the time, we talk about talent. The question that arises is, what makes a talent recognizable and how does it become identifiable?
The answer is: with the use of instruments from personnel diagnostics. Especially today it is more important than ever to pay attention to quality. It is not only about the quality of the product that is delivered to the customer, be it a material object or a service. More than that, it is about the quality of cooperation, which is crucial for the quality success of the product. Most people in positions of responsibility rely on their knowledge of human nature on this point, but they are not infrequently mistaken. Deceptive effects in the hiring interview are normal. People in positions of responsibility project their expectations into people who seem competent and likeable to them. Already many a talent has turned out to be a “bloom”, counterfeit money, more appearance than reality (more on this topic). How are deceptive effects avoided?