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Successful talent management requires interpersonal skills

Peter b. rasmussen | børsen | 1 October 2015

PA HR expert, Barbara Marker, is quoted in an article about developing future leaders in the building and constructing sector. Contracting company Hoffmann has initiated a new leadership programme, ‘Next Generation’, in which young engineers and construction managers are responsible for their own work units. According to Barbara, this is a good example of talent development.

Barbara says: “PA recommends a process with both practical and theoretical training. Usually, companies lag behind when it comes to the practical part but Hoffmann seems to be doing a great job. One of the bigger risks within talent development is when things become too theoretical.”

Barbara goes on to say that the selection of talent is crucial if a practical training process is to be successful as the young engineers are being given significant responsibility and the learning curve is quite steep.

“People need to have strong, interpersonal competencies and the ability to navigate in unfamiliar situations. They need to be brave, quality-conscious and result-oriented, and in a best-case scenario they will then perform and deliver,” adds Barbara.

There are weaknesses as well, concludes Barbara: “It can be difficult to retain the young engineers once they return to the everyday work tasks, and this is a typical challenge when it comes to talent management and development programs.” 

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