Talent acquisition is a craft that can be mastered. To attract talent, you need to get a number of practical aspects right. If you don’t, you won’t attract good people. It’s as simple as that.

Good leaders know what leadership role they play in which situation and act accordingly. Those being led must be familiar with this role and know what they can and cannot expect from their leader. Leaders (executives, managers) will find their role only through their own active and guided reflection.

An agile company needs a different people strategy compared to a company that is focused on stability. This applies to almost all areas of human resources management: recruitment, selection, learning, development, remuneration, appraisal, feedback, and many more.

Remuneration is first and foremost a psychological issue, not a financial one. Depending on the business context, incentive systems can either be effective or toxic in terms of motivation, recruitment, and retention. Those who ignore relevant psychological insights when designing systems of pay and incentives run the risk of wasting a lot of money.

Traditional forms of the annual appraisal might be okay in stable worlds based on divided labour. In connected, uncertain, self-organised worlds, however, more effective alternatives are needed. These alternatives are continuous, autonomous, connected and flexible.

Coping with complexity and uncertainty requires the creation of new ideas, products, and solutions. This is where working becomes synonymous with learning. In learning, we will have to get used to entirely new formats, media, roles, and content.