When the Talent function becomes a genuine strategic driver of agility.

par Victoria Hingre – Founder Nova Talenta

Agility is one of the keys to navigating such an unpredictable environment. And to foster agility, we need, amongst other things, to strengthen our connection with the front line. Being agile in the Talent function means being able to understand the dynamics on the ground and the business dynamics, so that we can respond quickly to the resulting needs. It also means adopting a genuine support role for operational teams. Hence the importance for Talent teams to be connected to the heart of the organisation, and not to limit themselves to a peripheral role.

We are all familiar with and observe these ‘weak signals’. Recruitment processes taking longer than expected, candidates who do not fully meet expectations, teams adapting in the meantime, and needs that evolve along the way. Taken individually, these are adjustments that are part and parcel of corporate life, but when they recur, they often reveal a disconnect between how needs are expressed and the reality on the ground.

To foster this closeness, the key is to encourage greater communication by working more closely with the business and developing genuine collaboration between Talent teams and Operations. Technology can help, but it can also be a hindrance; above all, it cannot replace human interaction. Taking the time to understand the context, the challenges and the constraints remains essential. That is what ensures quality. It is this investment of time that enables us to build more effective collaboration and, ultimately, to better meet the needs of the business teams.

In future articles, I will explore these aspects in greater detail: the positioning of Talent, its alignment with the business, and its role in growth and transformation. The challenge is not to do more, but to do the right thing, at the right time, and in the right place.

Victoria Hingre est fondatrice de Nova Talenta, cabinet spécialisé dans la structuration et l’optimisation de la gestion de l'acquisition des talents. Avec plus de vingt ans d’expérience dans le conseil en leadership, l’executive search et l’interim management, elle accompagne dirigeants, investisseurs et organisations dans leurs transformations humaines et organisationnelles. Sa conviction : dans un monde dominé par la technologie, c’est l’ingéniosité humaine et la qualité du discernement qui créent la vraie performance durable.

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