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How to handle disruptive talents

PA talent management expert, Barbara Marker, has had an article published in HR Guiden discussing talent management. According to Barbara, societal changes and constantly changing customer demands mean new objectives for companies and new ways of organising the business, requires a strong willingness to adapt. These changes are also forcing companies to rethink how they attract and maintain talent.

Barbara refers to PA’s survey of 71 CEOs from global organisations that found the approach to talent in leading companies is not working. Although two-thirds of CEOs rank talent management as one of their top five challenges, only a minority have a formal talent management approach in place. So how do companies become better at attracting the best talent – and keep them?

Our research reveals the talent management challenges facing today's CEOs and a practical way to overcome them

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Barbara writes: “Companies need to consider and plan for different scenarios, depending on the company’s focus and needs. For instance, organisations that experience fast growth or shifting market conditions focus on their talent pipeline. On the other hand, when an organisation experiences a more stable period, they tend to focus on achieving results. A company must be able to change their talent management approach and use talent management models in the most flexible way to adapt to the company’s strategic focus.”

Barbara also highlights the so-called disruptive talent – individuals who are innovative and dare to challenge existing business models. Similarly, a disruptive organisation reinvents itself and creates new business that challenge the core business. Disruption will be a significant factor in relation to growth and innovation, and to be disruptive requires disruptive talent.

Barbara says: “Disruptive talents are innovative, they push existing limits and drive changes. They challenge, they are independent and drive a continuous development of the organisation. They also need to be challenged themselves and be assigned tasks that are outside their field of competencies. It is here they prove their abilities and help grow the organisation.”

Barbara Marker is a talent management expert at PA Consulting Group

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