This is normal given how technologies and market needs are changing. This requires new mindsets, such as changing mindsets from project to product or, for example, changing structures by specific silos or areas to multi-functional, self-organized teams.
This ultimately translates into a major change in the profiles we need for development teams and especially in how they work. Goal-focused teams, working on short iterations, teams that are able to self-organize, self-motivate. They also commit to the goals of the same team and the organization. At this point, we come up with the following reflection: What impact does this have on the selection process?
This is where we must consider doing something revolutionary. We can no longer ignore the importance of including areas of talent, people or also known as HR in digital transformation processes at the organizational level. How can we do this?
We at Talan España understand this as a revolution in the selection process. Or as we call it: selection process 3.0.
What is selection process 3.0?
This is the application of a set of Management 3.0 practices based on what is searched for in each profile. And what is needed today in our future talent?
At Talan Spain we are looking for great people first. Of course, without neglecting the skills, abilities and abilities of each professional.
However, we believe that the most prevalent thing for our organization is the person itself. In addition to this, we share and work synergistically with potential partners on the following:
The candidate as a person. Who are they, what values drive them? What are your aspirations? Within our process we use the Personal map, leaving a space for the person to show us and talk about themselves.
Know their motivations. What currently motivates you as a professional may be something Talan cannot offer you at the moment. This information can be very useful for us to reflect on possible improvements within our organization. Or rather, to be aware that the candidate and the organization are not aligned, as you will not be able to find in it the reasons that drive you to be your best. In this section we use Moving Motivators, so the candidate shows us and comments on the motivators that are most important to them at the time.
Share Hards and Softs Skills. Being an apprentice in most Skills, for us, is not an automatic reason to dismiss a candidate. As we discussed in point one, what we look for and value are great people. To develop this point we use the Competency Matrix with its three levels, so the candidate himself identifies and visualises his Skills. In addition to sharing them in collaborative mode with the people involved in the process.
Identify responsibilities. We generated an enriching conversation to see how aware the candidate is of the responsibilities that come with the role we are looking for. Here we work with the Delegation Poker as a tool.
The power of feedback. In our culture, feedback is integrated into our improvement processes, and as part of this we ask the candidate to give us feedback to improve our process in which they have participated. We initially hesitated to introduce this part, as people may not usually feel comfortable giving feedback without an environment of trust. However, we had a pleasant surprise: our candidates showed us that people want and are grateful to be heard and to be able to help others improve. We are also very grateful for this; for Talan, feedback is a gift.
Thank you. At the end of the whole session, we gave a kudo for each of the Talan participants in the process, thanking each candidate for their interest, time spent, and willingness in our selection process.
Things we learned today
First contact is very important. The information we share on the first call can help accelerate the candidate’s interest. We take some time to inform the candidate, not only about the position and profile we are looking for but to tell them about the company, our vision and, above all, what Talan expects from his current and future colleagues. Once the interest has been generated, we invite them to come through our facilities, tell them about the next steps, explain what they will be like and the times they are on average demanding, so consider it.
It is difficult to build trust initially with some candidates and more if there are several