The appreciation of talent in the company, or talentism, is something that is increasingly widespread among organizations. It consists of seeing human potential as the main competitive advantage, in a time when almost everything will be meddled with by machines.
In this way, talentism is basically understanding that repetitive or operational tasks will be relegated to software and Artificial Intelligence, but humans will be responsible for the intellectual part, where the job will be to innovate, think differently and teach machines how to do more and better.
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If you agree with this approach and want to better netherlands whatsapp data understand the term, as well as discover how to apply it in your company, we invite you to continue reading and learn the step-by-step process for spreading this organizational culture.
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Talent development: where to start?
Before we begin the step-by-step process for implementing talent appreciation in the company, here is a direct and objective tip from Saint Paul Business School professor Lilian Carvalho: it should start from top management down.
“Companies often want to maintain old business models in a culture of technological disruption. If they are not able to destroy this from the inside out, they will not be able to build a culture of talentism,” he adds.
The first investments
Talentism is the investment in the company's human capital
One of the first investments for this cultural change in companies must be in changing structures. Hierarchical systems and chains of command based on the essential economy are not possible in the culture of talentism.
“It is not enough to hire brilliant, wonderful employees with out-of-the-box ideas if they are going to be hampered by a closed culture. We need to find other ways of organizing ourselves to work in this new world. One example of this is project management and work groups in which the leader changes according to the times,” said the professor.
Furthermore, Lilian Carvalho emphasized the importance of participatory management, an idea that there is no predetermined hierarchy in the company. However, what still happens a lot today are chains of command, in which a decision needs to go through the manager, director, CEO and then back.