Incorporating: Eloquence Languages and Translations

How to stimulate and successfully manage diversity and create value for your company?

Judy with Sophie de Lorenzo of the IUM office of career services & corporate relations at the MCD two day event on 15 and 16 April at the Hotel Novotel in Monaco.The event was a combination of conference, employer branding, networking spaces, HR workshops and panel discussions, giving IUM MBA students the opportunity to meet with potential employers and experts in their fields. Judy acted as an assessor in the Finance Focus Group Interactive Assessment Workshop, a four step simulation game where teams needed to perform four related tasks and present the final outcome in front of the other participants and assessors. Said Judy: "The Monaco career days is not only a fantastic initiative but also a very definite need. In the current war of "talent", companies are re-thinking their definition of "talent", enlarging the concept to middle managers and staff members. They are questioning the approach focused on the "high Po" (high potential) and redefining the criteria of performance and company expectations." Over the two days much discussion took place and new ground was broken with both MBA students and HR managers rewriting the rule book. Sessions were held on new approaches to Rewarding Performances, Aligning HR Strategy with Diversity , Talent Diversity in Luxury, Keys for successful integration of foreign workers, alongside hands-on workshops where theory was put into practice.  The corporate conclusions to be drawn from the two days were mind blowing to say the least. The message to both employers and employees is: wake up and smell the "new brand" of coffee or perish. Change your spectacles or at least clean your old ones and see the business world through "new" eyes and these are not just metaphors. In the Ferragamo employer branding session we learned the importance of:

  • Communication : towards a unified and compassionate workplace culture
  • Anticipatory Talent Sourcing
  • Training staff in building rapport (Trust being at the crux of business mantras)
  • Buying/developing talent to place key pêople in key roles
  • Changing leadership behaviours (need to stimulate intellect, inspire, allow participative decision making)
  • Changing face of expectations and rewards

From the ING group we heard the clear message about the need to develôp people in a climate where  big compensation packages are no longer allowed. Key points were:

  • cross feedback used throughout company
  • 98% employees appraised
  • Objectives setting at 95%
  • Training to help people manage change
  • Searching organisation for talent -culture is changing : need for in-house preparation and training

Changing Assessment criteria :

  • Assessing emotional maturity
  • Eagerness to learn
  • Breakthrough thinking
  • Interpersonal communication skills
  • Achievement in all areas
  • Leadership

Therefore selling your skills and  being coached or trained to do this to be able to fit the new criteria will be essential. Due to the current financial crisis companies are taking risks on different profiles regardless of age, nationality or qualifications. The age of the communicator has dawned.

Roberto Boscia from Orange Business Services emphasised the need for managers to know their staff well, to concentrate on building rapport to be able to understand their career development needs. The unexplored opportunity is 'attitude. How do you measure and manage it? 

  • Motivators: Dreams/Values
  • Looking for people who are passionate about their profession
  • Managers need ability to see the invisible and achieve the impossible
  • Setting no limits and working hard are key assets sought

All in all there were many exciting and new criteria discussed for talent management over the two days and I will look other key points in my April newsletter.