inforMation Map tHe HuMan age

Companies invest in a stimulating environment for children

Companies invest in kindergartens and youth clubs to create a stimulating environment from a young age. Companies involve children in the world of work through internships and summer schools. Companies invest in sports facilities to encourage development of teamwork, team spirit, and character. Companies set up buddy programs in which employees are coupled with children to inspire each other. Companies create (virtual) platforms for children for sharing ideas and experiences.

Companies offer talent a variety of resources for development

Companies make talent responsible for their own career plan and offer resources to implement it. Companies provide personal coaches and mentors to help talent develop. Companies ask talent to periodically do internal internships to develop broadly. Companies set up cross-functional teams in which employees work together and learn from each other.

Companies strengthen educational institutions

Companies work with educational institutions to set up courses to develop the talent they need. Companies lobby governments to increase their investments in the quality of education. Companies provide people, expertise and finance to improve the performance of schools and students. Companies set up programs for teachers to show them which talents they are looking for.

Creation of talent

DevelopMent of talent

Companies create an environment that encourages learning

Companies create a culture in which experimentation is encouraged and failure is accepted. Companies evaluate and reward results of development, for example with a bonus or a promotion. Companies take talent out of their comfort zone, for example by changing demands or rotating jobs. Companies exchange talent with other companies or clients to broaden their outlook and experience.

Companies tap into unused talent pools

Companies lobby governments for immigration laws that allow talent to move more freely across borders. Companies use technology to recruit talent globally, and to recruit them for their (virtual) workforce. Companies adapt their work processes to suit unused talent, like single parents. Companies employ the talent of groups instead of individuals, for example for co-creation.

Companies offer the opportunities for broad development

Companies encourage employees to get involved in social projects, like working with refugees. Companies offer opportunities for developing non-job related talents, like creative or athletic talent.

Companies show off specific assets to attract talent

Companies invest in (the visibility of) their product-, employer- or careerbrand. Companies adapt their business strategy to make it more appealing to talent. Companies invest in programs for social and environmental responsibility that appeal to talent. Companies show how talent can develop within their company and industry.

How can companies unleash the talent they need to succeed in the Human age?

Companies motivate talent

Companies create inspiring conditions such as an attractive work environment. Companies create an atmosphere of trust and respect where talent feels accepted and recognized. Companies offer international working opportunities, in or with other countries.

Companies give talent responsibility Companies offer flexible employment

Companies offer a variety of contracts, like specific assignments and jobs shared by differrent people. Companies offer talent alternative options if the entry position turns out to be unsuitable. Companies offer programs for training and development. Companies institute mechanisms for talent to express new ideas and initiatives, like round tables. Companies involve talent in (high-level) decision making processes soon after entering the company. Companies give talent a role in the development of new business. Companies define job requirements in terms of output instead of input. Companies offer talent work-life balance options within which they make their own decisions.

Companies use various channels to find talent

Companies hire specialized recruiters who permanently screen social media for talent. Companies use (the network of) employees to recruit talent, for example by introducing referral programs. Companies work with educational institutions to approach talent before they enter the labor market. Companies outsource their recruitment processes to specialised agencies.

Mobilization of talent

ManageMent of talent

Companies invest in talent management

Companies invest in regular assessments to make sure that talent is in the right place. Companies set up talent management-programs so leaders get the most out the available talent. Companies give managers targets for talent management. Companies learn from extensive exit interviews with talent that leaves.

Companies differentiate themselves through their application process

Companies institute high barriers to entry to signal they are only looking for the best. Companies define requirements in terms of culture and values, not in terms of skills. Companies offer simple but thorough procedures for entering and exiting the company.

Companies maintain a long-term relationship with talent

Companies offer an open return policy: talent is welcome to return after leaving the company. Companies invest in an alumni-program to keep in touch with talent that has left.

This Information Map gives an overview of measures companies can take to tackle the challenges of the Human Age. The map was made on the basis of four different workshops held during the International Business Forum Entering The Human Age on the 19th of May 2011 in Amsterdam. The forum was organized by ManpowerGroup, world leader in innovative workforce solution. Participants included the CEOs and HR directors of ManpowerGroups business relations in Western Europe. We thank all participants for their contribution.
commissioned by: made by:

The Argumentation Factory

Information Map

2011