Talent Management: Creating Meaningful Human Experiences

Joy Noree Maramba, Head of Talent Management at CDO Foodsphere

What is the meaning of work to you?’ was the first question I got asked in graduate school during my industrial organizational psychology class, and admittedly—it was tough to answer. Some would say that it was an avenue to practice a profession that provided identity and validation of skills. Some would say it is an expression of service. Some would say it was simply a source of income. Answers would range from the profound to the very practical. In the perpetually fluctuating world of talent management, creating an environment where people can find meaning at work is elusive yet extremely fundamental. Purpose makes life worth living, and meaning at work makes work worth nurturing.

The first challenge in talent management is sourcing and finding the right match, where we assess the willingness of the employee to engage in a new role and if their experiences and skills match the job and organizational requirements. Beyond willingness, however, it is really finding what the person loves and is truly passionate about—where they find energy and light, focus and specialization, happiness and enjoyment. In the subtle moments of an interview, we look for seconds of joy as they speak of their experiences. It can be in building difficult software, completing a project, crunching the numbers, designing a dress or launching a campaign. It is in the experiences that stop time for the employee—vivid, delightful and with zest.

The second challenge, finding the right skills and experiences, is not only about what (as is found in job descriptions) but also about how to get to the growth level an employee aspires for. The most challenging of tasks is when one knows that achievement is possible, but there may be some difficulty or uncertainty in getting things done. The most exciting job, even within a company or the same profession, is when you know you are 60-80 percent there but with perhaps 20-40 percent of headway for mastery. In this space, people get to learn, practice, fail, start again, get better—and eventually transform into stronger, faster and smarter versions of themselves with adequate support from training, mentorship and challenging work. Talent managers need to have a solid understanding of the competencies needed, how they are scaled within a job, and where the employee is in the spectrum of good to great to find the optimum conditions.

"In the perpetually fluctuating world of talent management, creating an environment where people can find meaning at work is elusive, yet extremely fundamental."

The third challenge is finding a mutually beneficial and sustainable relationship between the organization and the employee where when the employee does well--so does the organization and vice versa. Organizations all have a goal and mission to achieve in different forms by balancing revenue and taking care of people and the planet. Depending on the products or services they offer, employees come with unique skill sets, knowledge and values that will enhance the organization's mission through consistent performance. Some may describe their needs as a search for cultural fit, while others may say it is a search for the right amount of diversity for change. Whatever the case may be, it is essential that the employee plays an important part in the organization’s narrative for success.

Once the organization becomes successful, with the right performance management and rewards systems in place, most management teams will be able to give back to employees in the form of financial and non-financial benefits that will allow for greater personal security and welfare. Growth in the organization's shared goals consequently becomes growth for its workforce—not just in skills and passion but the overall quality of life.

While finding meaning at work can truly be any of the things above at different points in time: joy and happiness, growth and mastery, service or rewards—it is paramount for talent managers to plan for and create processes and systems that help build environments in which employees can experience greater chances of finding the right blend of these elements strong enough to sustain energy, commitment and the sense of community. This is a performance with a purpose. Despite many competing priorities--it is 'both-and' rather than an 'either-or.’ It is with these meaningful experiences that we become aware of our reason for working and our reason for living.

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