Talent Management in Project Management: – Before launching a project, you must ensure that the people involved have the right profile for the missions assigned to them. Identifying and managing the talents and skills of its employees offers a better chance of success for the project. These people can then work more efficiently, together, in a collaborative structure.
Effective Talent Management: A Real Competitive Advantage
The PMI Pulse of the Profession TM report conducted in 2013 demonstrates that aligning project management with organizational strategy and the culture of project management talent supports the success rate of in-house projects.
Two activities that also reduce the project budget risk by 50%, a considerable advantage given that businesses operate in an economic climate that aims to “do more with less”. Below are the few questions you should remember before assigning job to anyone, infect these questions will allow you to manage your team effectively.
- Can you Present your Career and your Company?
I created my company in 2013 after a good experience in different high-growth start-ups. I managed a number of people and got the trigger when, working on projects, neither I nor my colleagues nor the clients exercised the skills requested by their “job title”. I realized that HR and managers are often not up-to-date or up-to-date on the reality of the skills mobilized in projects.
- Why did you Choose this Market?
HR is now over-explored: they are asked to do the administrative, reporting, while their nature is there to grow the company through its collaborators. The managers are in the same line: they are pressed on numbers and objectives and they find themselves in an identity crisis. And HRIS is a reflection (or consequence) of this quest to performance. Results: employees who no longer know how to engage in their business (70% in France according to Gallup, of which 17% actively counterproductive). We positioned ourselves on a niche 2 years ago and which, since the end of 2014, is beginning to emerge. There is a need for latent change.
- What would Companies Risk if they do not Adopt this Strategy?
Companies that today do not do Talent Management by involving their employees are doomed, in the next 10 years to disappear or, at best, reduce their canopy.
- Conversely, what do they Earn?
Simple, this is what is called the symmetry of the relationship: Manage your employees well and your customers will be mirrored well managed.
- What are the Key Competencies in Project Management?
There’s the manager and the project. The manager must have intuition, flexibility and imagination to get each team member to collaborate and improve by giving it meaning and purpose. For the project, it is more about transparency, vision and synthesis.
- In your Opinion, is there an Optimal team Size for a Project?
Ideally, for a project, I think a team of 5 to 8 people is good and stays agile. External resources may be added as necessary during certain phases of the project. But starting at 12, this becomes more blurred, especially in operational skills and areas of expertise.
Skilled collaborators + Project Management = Collaborative Structure
This intervention shows that talent management is one of the keys to the success of a project, and even of the company itself. But let us focus only on the first aspect.
Once the company has identified the people best suited to running a project, they need to be able to trade and work together. This is what will enable a project management tool. All users are gathered in a secure collaborative workspace on the Internet, and can work more effectively together, following a methodology, schedule and shared goals of all. They can interact more easily through the correlation between the schedule, tasks, documents or comments. Thus, all exchanges are centralized and nothing comes out of the context of the project.