The Talent Management Crisis
There’s a growing problem plaguing the modern workforce, where each year employees report getting less and less fulfillment out of their jobs. Inarguably, employees today feel underpaid, unappreciated, and overlooked by their employers at rates unseen in the past. And they don’t know, or can’t find, the career resources they need to help them get out from under this crisis.
The problem is that a lot of businesses see such problems as performance-based issues plaguing individuals personally rather than a wider organizational failure, which leaves many employees lost when it comes to finding appropriate resources to turn to for help to address their concerns over inadequate career training and development in their places of employment. The reality is that what employees are experiencing, and employers are struggling to resolve, is a crisis of talent management—or put more aptly, a crisis of the lack of talent management.
Ideally, one’s place of employment itself would serve as the initial resource most employees could turn to for guidance on expanding their skillsets to ensure continued professional advancement in a heavily competitive workforce. However, despite many companies expressing an interest in wanting to meet their staff’s desire for career growth, they are struggling with actually following through on implementing the programs necessary to satisfy their staff’s needs in this key area of concern that threatens to have immense consequences in terms of both the employee’s and company’s long-term performance and profits.
Companies have come to view training as something that starts at the point of hiring and ends 30 days, 60 days, 90 days, or 120 days thereafter, at best. But this is simply no longer an acceptable model for a workforce craving something—anything—resembling a sense of professional fulfillment in their careers. Quite simply, employees are looking to feel as if their employers are invested in their growth and development, as valued stakeholders in the corporation. And in lieu of finding this in their traditional lines of employment, they are resorting to either physically diluting their skillsets and career potential across multiple venues of bite-sized gig work in place of devoting their talents to one apathetic fulltime employer that doesn’t value them enough, or mentally distancing themselves from any one role or company through phenomena like quiet quitting and endless job hopping because the demand for company loyalty has become too much of a one-sided demand in the modern employer-employee dynamic.
Career development used to be a major component of a person’s expected employment experience at their work, but gradually over the past few decades this emphasis on development has eroded in the majority of the business sector. Coinciding with the digital age and rise of greater automation, employees started to feel less valued and overlooked for their individual contributions due to a variety of reasons, including wage stagnation, erosion of individualized perks and benefits, the ever-growing divide between processor work and C-suite offices. However, perceived lack of continued training and reskilling, even when they continued to perform essential functions in their roles, was and continues to be chief among them, which if left ignored could lead to a widened gap between employer-employee relations that may never be bridged again.
When asked directly, many employers will say how they seek to develop a team of efficient and motivated experts to fill the roles in their companies and will affirm their commitment to implement work cultures of ongoing opportunities for all looking to expand their skills, and fulfill their career ambitions, at any stage of their employment within their organizations. And perhaps that’s true. But saying and doing are not the same. If they’re indeed genuine in their intentions on wanting to combat this talent management crisis, they’d be encouraged to step out and seek out whatever guidance they need to bring to fruition these development opportunities, and make them available within their organization, so their talent doesn’t feel compelled to seek it out elsewhere for want of proper direction from their employer on what resources are in place to set them towards the success and advancement they’re looking to reach in their careers—allowing both the employer and employee to ultimately benefit and profit from a shared point of interest concerning proper training and talent relations.
Stevic Strategic sees it as its social responsibility to mitigate and work to resolve this crisis of talent management plaguing the modern workplace, and all its efforts and projects are centered with this responsibility in mind.
To learn more about how Stevic Strategic can help you resolve or avoid a talent management crisis, contact us at succeed@stevicstrategic.com.
