For every assignment I take on advising on integrated talent management we set business targets that it should help achieve. Often increasing the ratio of homegrown vs. recruited talent in key positions is stated as a target to aim for. The reasons are clear, on the one hand, recruitment is costly, and on the other, not very sustainable. Simply recruiting junior talent with five years of experience can cost upwards of 20.000 Euro and this amount ‘skyrockets’ to twice annual salary for C-suite level leaders. The sustainability factor is even more striking: talent that’s recruited for higher management levels frequently leaves within 18 months. No matter how strong their earlier performance, the culture-factor clips their wings.
What if we wouldn’t recruit, but incruit?
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