Connecting Talent. Forget the golden chains!

Talentism entails three aspects; finding, developing and binding talent. “Binding talent?” one of our clients said when we were discussing Talentism, “I don’t want to bind anyone to my company. If someone wants to leave, he can go.”

When we say binding talent, we refer to retaining those people who (can) make the difference within your organisation. We do this by ensuring that they feel connected to the organisation. You can create a connection by means of the organisational culture, the leadership, the opportunity to develop, the responsibilities, the challenges and just because of the pleasure of cooperating with others. If people feel connected to their organisation, they will also connect others to the company. That is why we prefer the word connecting over binding. Connecting is something completely different from binding people with golden chains.

The aging and dereliction of the population will create shortages on the labour market. We often see in a company’s strategic workforce plan that many important positions are occupied by people who will retire soon. This raises the question: how do we find, develop and connect good successors?

The answer to this question all starts with creating a clear image of what is required in terms of talent both now and in the future. The same clear image needs to be created of the desired leadership behaviour. The leaders in your organisation are essential to connect the right people. Connecting talent is not about big salaries and bonuses. It is nothing more than making sure that the talent you need is fully engaged to work within your organisation.

Engaged people make the difference. They will determine the success of an organisation. And we at ORMIT think that if someone really wants to leave, he or she has to leave. If you are not happy in your job, you can never be 100% successful.

Fake loyalty was mentioned by one of our applicants some time ago. He talked about the organisation he worked for and the fact that a lot of the employees think of leaving the company when the economy recovers. Now, we can ignore this, but the age structure at organisations and the scarcity on the labour market for specific talent, predicts that there will be a problem that we have to take seriously.


Hetty Van Ee

Managing Director at ORMIT
Sinds 2001 ben ik Algemeen Directeur van ORMIT Groep. Wij maken organisaties en mensen succesvoller door hun unieke talenten te herkennen, te ontwikkelen en in te zetten. Zo zorgen we voor instroom, ontwikkeling en doorstroom van talent in organisaties. Dit noemen we talentisme. Met ORMIT willen we het beste en leukste bedrijf zijn. Practice what you preach in leiderschaps-, talentontwikkeling en levenskunst.

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