Customizing Talent Management for Maximum Impact

Sunny Sharma, Director People & Culture, Philip Morris International

In this article, Sunny Sharma emphasizes the need for HR teams to tailor talent management strategies by recognizing generational, cultural, and geographical diversity within the workforce. He highlights the distinct priorities of Gen Z, the influence of cultural contexts, and the importance of aligning talent strategies with company culture, maximizing business impact and boosting employee engagement.

Imagine in today’s workforce it is like a rich fabric of diversity, each thread of this fabric representing a different generation, a different culture, a different geography, and a different mindset. How unusual would it be to treat everyone the same way, isn’t it? To think of it, in such a diverse workforce, it is pretty impossible for a varied group to have similar aspirations, career priorities, growth ideas, and motivations. Yet, many organizations unintentionally adopt a one-size-fits-all approach, overlooking the kaleidoscope of perspectives that exist.

It’s common for many to assume that our own experience would be universally shared, which is far from the truth. This becomes even more of a concern with teams becoming more global and working together on shared goals. This is where the HR must bring emotional intelligence (EQ) to the talent management practices, recognizing and accommodating the unique needs and expectations of each segment.

Here is how I have navigated this diverse landscape in talent management:  

Firstly is the experience that most of us have, not only in the workforce but also in our personal lives the introduction of Gen Z.  As the paradigm is shifting, we are getting more digitally-savvy talents where they are attuned to new ways of working. We are witnessing a unique period in history, where four different generations are working in unison to drive business goals and achieve professional milestones. The impact of Gen Z entering the workforce has compelled us to compile varied ways of talent management.

"To truly maximize business impact while driving the talent agenda, HR must embrace a customized approach that honors organizational diversity, respects local cultures and aligns with company ethos. One-size- fits all simply doesn’t fit the modern, multifaceted workforce."

For instance, the most important drivers of engagement for Gen Z are flexibility, diverse experience, accelerated skills building, and have a larger purpose. Compensation is more of a hygiene factor. If we extrapolate the same aspects to Gen Y, the priorities differ significantly. Many of us have experienced that the aspirations and expectations varies from one generation to another. Therefore, as HR professionals, must stay from the temptation of uniformity, one-size-fits-all approach. Instead, work closely with the business leaders and build personalized development and growth plans that bring the best out of everyone.

Adding another layer to this complexity is the influence of cultural experiences. Having worked across India, Malaysia, Hong Kong, and the UAE, I have learned that culture has a strong bearing on outlook towards professional life, therefore there is a strong need to design the talent management interventions aptly.

Allow me to illustrate, in a particular culture and geography, an accelerated career with increasing complexities might be highly coveted, however, the same logic might not apply to other geographies. It is highly likely that drivers of motivation in another culture can be balanced outlook toward work-life integration and positive impact on communities. Hence, multiple such scenarios are possible. This begs the need to build a deep cultural understanding of the communities and culture and endeavor to sync the talent management interventions with it. We should avoid fitting the square peg in a round hole.

Lastly, aligning the ethos of talent management practices with company culture is fundamental. Each organization has its unique ethos and operational style, which directly influences how talent is nurtured and developed. I have experienced different cultures while working in global FMCG companies, and I can say with assurance that copy-pasting across companies can be detrimental.

Let me share an example with you  the leadership talent management programs. A company with strong internal leadership development will strive to balance the immediate needs of talent gaps while focusing on long-term leadership development plans. There is no secret sauce for yielding quick results. Such a company will not solely rely on bridging talent and capability gaps through external hiring. Even if you have to, it will be a short-term measure. Conversely, organization that is more focused on immediate business impact are open to pollinating external talents to meet leadership succession needs. They will aim to design programs that are more equipped to address the immediate skill requirements. If you are a talent management expert, be vary! Your approach should bear in mind the company culture, as the tools and solutions can vary a great deal.

In summary, these are the three key mantras, which are my cornerstones, for maximizing business impact through tailored talent management:

• Understand the essence of your organization, including its diversity, local culture, and company culture.

• Recognize the role where talent management can play in achieving business objectives through a customized approach that considers various dimensions.

Embrace an external perspective, recognizing that both the world and the talent landscape is constantly evolving. Remember, “What Got You Here Won’t Get You There”.