it is necessary to create truly attractive working conditions

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This talent management strategy is suitable when you need to “promote” a business in a short time.

Growing talent within the company
The main task is to correctly bet on the prospects of a person already working in the company. With the right choice, the management provides itself with not only a successful professional, but also a loyal person, focused from the first steps on the problems of this business. Plus, the conditions for his work may not be so chocolate compared to the previous category. Of course, the time factor plays an important role here: it is not spent on searches, interviews, probationary periods.

The disadvantage of this type of talent management:

in the duration of “cultivation” of the necessary professional;
financial expenses for advanced training;
the risk of being mistaken about the candidate's capabilities.
"Growing" is suitable for a steadily developing company, where tunisia whatsapp number database reserves are being prepared for the future.

Talent management strategies.Image by pikisuperstar on Freepik.
Hybrid strategy
Talent management in this case comes down to combining the two previous strategies. The organization raises the level of qualification of some effective managers, but when expanding, organizing branches, it hires professionals from outside. This makes it possible to start working in a subsidiary company immediately.

In summary:

More chances to achieve desired results by mixing tactics.
Hired professionals are able to act as mentors in the team.
Two approaches to identifying talent
These approaches to talent management are not mutually exclusive. Most companies in the world successfully mix them.

Exclusive
An option based on the assertion that not every person has the necessary potential. The task of the management team is to identify, interest, and retain real talent “diamonds” in a timely manner, and build a backbone from them focused on the main work. If the matter is set up correctly, this approach justifies itself, but it can provoke tension among the rest of the team, where themes about “favorites” and “the deprived” will begin to be discussed. There is another risk, when middle managers begin to put pressure on more talented colleagues due to fear of competition.

What ultimately gives exclusivity in defining talents: