Fresh blood and extensive experience are vital sources for bringing new impulses into an organization; therefore, talent management is an important lever for organizational performance.
Talent management system comprehensiveness and integration is more important than detailed optimal solutions.
Our many years of experience have taught us that a clear focus on business and personnel strategy combined with comprehensive process integration, from recruitment to separation, and the corresponding instruments is more important for success than perfecting each individual aspect. This is the only way employees and management can get a grasp on the big picture, which illustrates the connections between talent management processes. Processes and instruments must be designed in such a way that they deliver the necessary results during boom times, yet remain financially viable in more difficult periods
The system can only go into full effect in a true talent culture.
To become anchored in organizational culture, talent management must be adopted early on as the process driver, as well as supported by training and effective communication. Rigorous controlling of the most important key figures ensures the organization’s focus on talent management is firmly in place, therefore enabling continuous improvement. Undconstorten supports its clients in various areas of talent management, while at the same time never losing sight of the system as a whole.
Personnel work is the shared responsibility of both management and HR. Therefore, to ensure the organization pulls together, a medium-term plan for an explicit personnel and HR strategy is all the more important. For the personnel director, HR strategy allows them to clearly define the added value of HR: as a personnel planner, a shaper and negotiator for compensation plans, a broker for talent or internal job markets as well as a risk and asset manager for retirement benefits.
Bringing our many years of experience consulting in the HR field to the table, undconsorten offers support for developing or updating personnel strategy. With our focus on organizational performance, we provide the necessary strategic view on business, linked together with our in-depth knowledge in the core fields of talent management, performance management and leadership as well as frontline change.
Whenever questions come up about the cost, time and effort of talent management, it is essential to provide a clear diagnosis to identify areas of action, as well as avoid unnecessary changes to processes which have already proven effective. With our Talent Management Review, we offer a standardized approach to put all elements of talent management to the test. By involving important stakeholders early on, we also establish support for any changes that may prove necessary down the line. Therefore, our clients receive important reference values and clear suggestions on how to improve their talent management, and which aspects they should integrate into their HR strategy.
Each year, our clients await the current employer attractiveness rankings with bated breath. How do they compare with their competitors on the external talent market? At the same time, this ranking should be reflected in the number and quality of applicants. In other words, a positive image should be reflected in the organization’s talent pool. We offer our clients support with, for example, developing a recruiting strategy as part of their overall HR strategy. This is achieved by sharpening the employer’s brand, which is then strictly incorporated into online and offline marketing campaigns, or by developing active sourcing.
During the recruiting process, it is essential to maintain a positive employer profile by ensuring swift communication and the professional treatment of each applicant. Applicant management systems are now the norm. We advise our clients on selecting and purchasing such systems, and can also assist with establishing successful implementation.
Gaining external talents is essential for the organization, and these new employees must also become fully productive as soon as possible. Many employers have created attractive entry-level programs for their various target groups. Such programs range from practical training to trainee programs and initial development programs. We can help you design custom programs, create necessary business cases or assist with your initiation process. In this way, you’ll strike a balance between your organization’s effectiveness and how attractive it is to talent.
To match each task critical to the organization’s success with the person best suited to the job, employees must be assessed according to sensible, standardized and sufficiently differentiated criteria. We advise our clients on selecting a competence model, as well as with planning evaluation formats and processes. In this way, we help them build systematic talent pools and ensure they are well-supported.
When it comes to developing talents, the following performance evaluation and potential measures must be considered. This is the case for trainings, and especially all on-the-job and near-the-job measures, such as coaching and mentoring, job rotation and career steps. An organization’s talent development is particularly successful when development becomes an integral part of the management relationship and, by offering continuous and honest feedback, managers become the driving force of personnel development.
We advise our clients on topics such as career path development, optimizing and restructuring corporate learning or enhancing and expanding the personnel development toolkit. In each case, we always take aspects of diversity and inclusion into account.
Effective personnel development by means of job rotation or the personal support offered during a planned relocation are both examples of how important a smooth job assignment process is within an organization.
For talent brokerage topics, we support our clients in organizing job assignment processes, forming occupational guidelines or establishing functional internal job markets. However, the needs for the job assignment process are manifold. From the point of view of the employee or executive, attractive career development which also satisfies both location as well as work-life balance requirements is key. From the point of view of management, the most important aspect is often immediate productivity in the new role. HR has to juggle and negotiate between these various needs and expectations. In some cases, it may be necessary to insist on stretch assignments, while still ensuring the organization is not taking too great a risk by doing so.