Are you seeing what I’m seeing? I’ve noticed a shift in the U.S. corporate world today toward talent management processes that truly support workers in being the best they can be. As a team leader myself, a large part of my role is helping my team members broaden their vision of themselves and what they can accomplish. There’s an interesting change taking place today in organizational culture that parallels this thinking. This shift isn’t just about employees working to their fullest capacity; it’s about redesigning and realigning HR process to help employees grow and develop as people.
Here are just a few examples:
- Companies are abandoning the Annual Performance Review. A few years ago, leading companies such as Microsoft, Deloitte, GE and Gap began scrapping annual performance reviews. According to a Harvard Business Review article on this trend, “Companies that remove ratings are seeing the conversations shift from justifying past performance to thinking about growth and development. The result is better employee development, which seems to be a win for everyone.” Many are now separating discussions about pay from talks about performance completely. This shift is encouraging managers and employees to speak more frequently about performance, which helps employees to learn and managers to stay in closer touch with how their employees are doing.
- Best-practice hiring is about the candidate experience. Companies are investing significant time and resources to deliver a better experience to their candidates. For most, the changes to the hiring process are not cosmetic. One-way interviews are morphing into two-party dialogue as companies make time to give employees more than a passing glimpse into their employment experience. There’s also emphasis on adjusting processes to give candidates the opportunity to put their best foot forward, and to come away feeling satisfied they’ve done their best.
- Learning is evolving to be more self-directed. While a certain portion of training remains consistent for all employees, companies are also finding ways to offer employees more individualized paths to building their skills. Employees can take advantage of learning experiences that are virtual, collaborative, and/or on-the-job. Self-directed learning creates flexibility and control, and empowers employees of all skill levels, ages and career fields to prepare themselves for greater productivity and responsibility as well as greater job satisfaction.
Companies Are Listening
Some of these changes reflect companies’ willingness to listen to employees and adapt. For instance, the TalentBoard Candidate Experience Report reveals a positive correlation between the number of opportunities candidates have to present their skills, knowledge, and experience during the hiring process and their overall satisfaction with that process. Millennials, now the largest generation in the U.S. workforce, want feedback 50% more often than other employees.
As with any shift, there’s a spectrum of adoption. Some companies are making all of these changes, some are making a few. I’m betting that the companies which truly engage in supporting their employees’ well-being will also be those who raise the bar on workforce performance and talent acquisition in the future.