As the 21st century starts unfolding around us, we are becoming increasingly aware of some fundamental shifts in the nature of the challenges facing us. More and more of us are losing our sense of security (and sometimes even our sense of direction) because our fast changing environment has made existing patterns (the metal constructs that guide us in making sense of our world and in finding solutions to our challenges) obsolete, ineffective or just, simply put, inadequate in a competitive context.
One specific aspect of these shifts pertains to the nature of talent, the relationship between people and work, between employers and employees. On one hand, companies are faced with the relative inadequacy of traditional talent and recruitment models.
In a fast changing and uncertain environment more and more jobs become less clearly defined and employers would need to look beyond what candidates know and appraise who they are, how they can respond, lead and transform in that fast changing environment.
Capabilities such as left-brain and right-brain thinking are more relevant and important than ever. On the other, people’s attitudes are also changing: more and more people are looking for a work life that does not only promise financial rewards and a career, but also some elements of creativity and fulfillment: concepts like autonomy, mastery and purpose which all point towards the increasing importance of the intrinsic drive.
The traditional management approach focused on “carrots and sticks” are fast losing effectiveness and that is true not only for the youngest generations (although it clearly the strongest pressure seems to come from the generation of digital natives).
These changes call for a fundamentally new approach to how we connect employers and (potential) employees: one that incorporates and builds on the well-working elements of the old system, one that gives specific answers to these new questions, one that builds a complex, synergic and more effective system, based on a new understanding of what talent is and an approach that works with win-win situations built in at its core logic. It shifts the focus from “best talent” to “best talent fits” for example, and although it builds a complete and comprehensive understanding of talent, it uniquely and especially targets and focuses on the so timely and important Transformational Talent (the creative, innovative capacities and potential required in our new fast changing and unpredictable environment). It aims to create a healthy and more effective work-life ecosystem connecting companies and employees in a more meaningful way.
We put talent at the middle of this approach because that is what every stakeholder is concerned with. Companies want to find, employ and keep the best talent and employees want to discover and understand what their talents are, so that they can match a fulfilling working life with good income.
When thinking of designing a new solution, we need to alter our way of approach. We need to evolve our underlying patterns as well as our tools. The basic shift is to move away from linear thinking and solutions emanating from the logic of “machine-design”, of “producing solutions”. Instead we need to introduce and work with a non-linear network thinking and the logic of “ecosystem-design”.
We aim to create a healthy ecosystem of work-life and employer-employee relationship designed to handle a intricately complex and dynamically evolving system, connecting stakeholders within this in relevant and a mutually beneficial way, finding best fits in the most effective, natural, intuitive and fun way…
We start out from a new understanding of talent. A new model to assess, evaluate, understand the aspects of talent that are most relevant in a fast changing environment where
• the ability of copying/dealing with change,
• innovative & creative thinking, as well as
• the potential for leadership (beyond just managerial skills) and
• the capacity to create, nurture and manage synergic, cooperative environments
are all becoming key defining factors of value generation in these (employer-employee, work-life) relationships.
Zita is a diverse and truly international corporate recruitment leader, executive search consultant covering multiple business segments within leading corporations and recruitment firms across Europe, Middle East, India and Asia, and a knowledge savvy recruitment 3.0 researcher developing innovative talent attraction platforms and applications for companies.
She has managed recruitment teams and vendors across Europe, Middle-East, India and Asia, with results ranging from achieving large scale talent acquisition projects to managing critical individual search assignments. She is currently focusing on the future potential and challenges the Y, Z generations have to offer, the nature of talent, relationship between people and work, between employers and employees…Zita is an advocate of dialogue and collaboration, and believes in transformational talent and ‘good business’ acumen as the way forward. She is a big fan of TED and TEDx events, and was a TEDGlobal 2011 participant.