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English|Are Those Innovative Talent Management Practices Really Working?

English|Are Those Innovative Talent Management Practices Really Working?
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Talent management has been a hot topic for a long time in both corporate and startup contexts. With constant evolution and new trials of disruptive ideas in modern management, it’s generally agreed that effective talent management can maximize the value of each talent, optimize human resources and improve business outcomes. According to a survey from McKinsey, the organizations with good talent management programs have more probability to outperform their competitors in the market.
There have been tones of theoretical analysis about modern talent management across different steps from talent acquisition to succession planning. In this article, what I want to discuss, is neither the general trends like digitalized recruitment process, data-driven workforce planning, nor the general strategies like flat hierarchy, DEI, but some of the real interesting practices of talent management that I have personally experienced, come across and heard of in European tech companies, as well as the feedback from their employees.
Flexibility The flexible working arrangements are the most drastic change directly brought by COVID-19. However, what has been altered due to the pandemic is not only the working environment, the working culture, but also the mentality towards our daily working life.
1. Remote working
Once upon a time, the remote working or work from X policy is considered as a special employee benefit at only some pioneer companies. Some follow the nature of decentralized teams across multiple locations, some simply want to offer more flexibility given no change in productivity. As a practice that a minority of the organizations adopt, it plays a positive role in attracting talents in recruitment.
However, the Covid-19 pandemic has completely changed the landscape during the past two years. In Europe, it pushed "work from home" in the majority of the office-based companies nearly overnight, luckily aided by many supporting technologies like online communication (e.g. slack) online meetings (e.g. zoom), online brainstorming (e.g. miro), online planning (e.g. Trello), online project management (e.g. Asana), etc., covering almost every functionality of physical collaboration.
Is it really efficient? What is the major concern during remote working? Recently, the answer might be clearer than ever before from thousands of studies on the topic, as a vast majority have reported an increase in productivity and a decrease in burnout with a remote working policy. Research conducted by Catalyst also pointed out that it increases innovation by 63%, work engagement by 75%, organizational commitment by 68%. Following the positive feedback, there are more and more companies announced a permanent or semi-permanent remote working plan for their employees after the Covid-19 pandemic, including Facebook and Airbnb. When the home office becomes a norm, there are also companies deciding to take a step further to completely switch to remote-first working style and starting to enjoy the benefit of hiring internationally, eliminating the limitation of the local talent pool.
On the other hand, there are also many voicing up the necessity of physical contact with the team, for both trust-building and mental well-being. Many others state that having a daily routine of commuting draws a clear line between life and work. And some leaders also raise concerns about company culture building under a remotely working style. Therefore, when picturing the life after the pandemic, it is still mostly supported (82% from a Gartner survey) to have regular office life as the norm and the flexibility to work from X for a certain time as an option.
2. Time flexibility
Compared with working location, working hours seem to historically enjoy more flexibility, especially in tech companies. As long as you work 8 hours per day or 40 hours per week, many companies don't regulate how their employees distribute their working hours. Besides the most common timeframe roughly from 9 am to 6 pm, I have seen many developers prefer to work from 7 am to 4 pm. Many teams covering US business would like to start rather late. I personally also took 2 months working from 1 pm to 9 pm many years ago, in order to complete an intensive German course in the morning.

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