Overview
ABSTRACT
This article delves into talent management in service of innovation within companies. It examines various approaches to talent management (directive, cooperative, situational, collaborative) based on organizational flexibility and the vision of talent capital. The text addresses challenges in recruitment, skills forecasting, and the phenomenon of star employees. It highlights the importance of employer branding and corporate culture in attracting and retaining talents while warning against favoritism and burnout risks among talented employees.
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Read the articleAUTHORS
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Aurélien FERRY : Doctor of Management Sciences, National Teaching Team for Territories at the Conservatoire national des Arts et Métiers (EPN Territoires du CNAM) - Systems and Innovation Engineer (ENSGSI) - National Head of Entrepreneurship, Conservatoire national des Arts et Métiers (CNAM)
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Farid MEBARKI : President, ESNA Business School, Nancy, France - President of Les Négociales
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Gilles BALMISSE : Management and technology consultant - CIR/CII Expert, Montpellier, France
INTRODUCTION
Continuous innovation to remain competitive is a major challenge for modern businesses. The ability to innovate requires taking into account the various components that influence this dynamic, including organization, processes, technology, and individuals. However, while it is becoming easier for companies to acquire some of these capabilities, particularly in terms of organization, processes, and technology, organizations are increasingly focusing on their human capital. This human capital is essential because it provides the knowledge, skills, and flexibility necessary for innovation and to meet market and societal imperatives.
This article explores in depth the synergy between talent management and innovation. It demonstrates how effective talent management can serve as a powerful lever to stimulate innovation within companies. By analyzing various approaches to talent management, this article highlights not only the strengths but also the limitations of these practices. Whether through directive, cooperative, situational, or collaborative talent management, each approach has specific advantages that can be leveraged to foster different types of innovation, whether incremental, radical, architectural, or open.
The importance of "talent," "knowledge workers," and "skilled employees" is no longer really in question in today's world. Human capital is becoming a key differentiator in a world where technology and processes can be easily replicated. Yet talent management development remains a valuable opportunity that is unfortunately often underutilized. Companies must recognize that talent management is not limited to simple human resources administration but must be strategically integrated to become a driver of innovation and sustainable growth.
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KEYWORDS
innovation | performance | artificial intelligence | talent | attractiveness | collective efficiency
Talent Management Leveraging - Talent Management for Innovation
Talent in the service of innovation: definition and concepts
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