Nowadays, companies are going through a crucial moment as they are almost forced to innovate some practices and dynamics in accordance with these times but without giving up old work schemes (in which the physical presence in the office was one of its requirements).
Therefore, the complex company culture is constantly changing by means of the use of technologies and Internet, which allows more and more new and better ways of exchange, beyond working face to face.
The new searches and needs of both enterprises and freelance workers show the current reality of the labor market.
Companies are facing the dilemma of continuing with their talent recruitment and selection processes as they have been doing for ages or looking for new ways of recruitment.
One thing is certain, they are immersed in the new virtual model, so they are not exempt from using platforms and digital resources at work. The opportunities that can be obtained with this new situation justify the importance of respecting and including the diversity of available options in the known schemes.
So the idea is to create an open talent culture by keeping in permanent contact with collaborators and other companies, increasing the talent sources by looking for more flexible and open ones, generating more dynamism inside the enterprises and encouraging the talent flow respecting its time, roles and specific needs.
All of this requires a total commitment in the recruitment of new talents.
The aim is to prevent a company culture from keeping closed in on itself, blocked and rigid. In this traditional talent system, there is little resources flow and there are not enough movements in order to make the exchange profitable.
Most organizations, even the ones that belong to fields that change constantly, keep on being involved in a traditional working model – the permanent employee who has a fixed schedule. That model is no longer able to follow the rhythm of the huge informative and technical change which it has to respond to and the speed at which it has to do it.
Promoting an open talent culture does not mean that we must accept everything equally, as this may cause the system to disorder. When we allow more exchange, there is more energy, ideas and tasks flow which are aimed at creating innovative solutions within the organization.
In this context, the foundations of the open talent culture are:
- Transparency and openness. Once the new temporary members are incorporated, there is new constant information and methods to solve problems. The openness to new information and methodologies are the key for the company success.
- Agility and dynamism. Open talent cultures are abundant in suggestions and experiences from freelance workers who, as a global community, provide a specific approach in order to share new tools and methods.
- The incorporation of global talent promotes the addition of different cultures and ways of thinking. The fact of having a culture which is focused on inclusion will improve the results significantly.
- Collaborative environment. It is essential to understand that, in order to achieve the best performance of remote workers, we must collaborate in an open way.
- Management by objectives. Open talent cultures hire employees who work by projects. The enterprises that apply this methodology have less permanent labor relationships.
- More predictability. One of the main problems of an organization is to be able to know which actions it may need in the future. In this context, with an open talent culture, the functions of the employees are reduced and remain without internal background that makes them unable to operate. There is no prejudice when leading change.
What’s the use of keeping a fixed work team in which its members feel blocked, without any chance of growing and even any clear goals? For what purpose do we resist to take advantage of the new work dynamics?
The current work models must be more and more aligned with the hybrid schemes and the dynamism of the context in which they are developed. Having a close talent culture which does not go together with the external events and trends causes the loss of effectiveness in all of its organizational levels.
An enterprise that maintains its open talent culture, with its front doors in constant movement allowing employees to move freely, is likely to have more effectiveness when showing the results.
This is not a new trend but the promoters of the open talent culture allow the mixed and flexible labor force to increase at a pace that has not been possible so far.
