HUMAN CAPITAL
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O ver the years , the conversation in HR has shifted from ' how to win the war for talent ' to the more intelligent and strategic realisation that people drive competitive advantage ,” comments Arne-Christian van der Tang , Chief HR Officer , TomTom .
Van der Tang has seen the conversations around talent strategies concentrate their focus on three key areas :
• Skills : relating to how organisations ensure their people are constantly learning and progressing
• Deeper engagement : creating and protecting a genuinely inclusive company culture that attracts and retains talent
• Personalisation : ensuring that employee experiences are tailored to drive success and provide support
Agreeing with van der Tang , Gillian Campbell , Chief People Officer , Webhelp UK , says modern talent strategies are more geared towards acquiring individuals with intangible skills and potential , rather than a candidate ’ s time served and experience , with values becoming increasingly critical . “ We are searching for talent that builds brands and can buy-in to organisational culture . We tend to want to look for good ‘ organisational citizens ’ and people who can learn and adapt their skills as things change , rather than the narrow candidate personas of the past . I think there is growing recognition that constantly moving people in and out of organisations is
OCTOBER 2020