A second important choice was to make the Scrum methodology and all the added value of professionals in their field stand out better: The introduction of Talent Management. From the insight that “everyone has talent but not for every role”, people are no longer viewed as professionals in a certain field, but also the underlying motives of the people are taken into consideration. All employees took an online talent assessment to detect those. This gave a detailed understanding of what sort of behavior is shown: the acquired behavior that costs a person a lot of energy and can therefore – unintentionally – lead to a burnout or behavior someone is intrinsically motivated fur and therefore derives energy from it, regardless of how hard he works. With the implementation of the motivation measurement in the performance and assessment cycle, all the traps and pitfalls can be discussed and even managed. Expectations became clear, people know where they should do, managers can control what they have to manage.
An introduction to talent management turned out to have even more far-reaching consequences than expected. The management team found out that the role of the leader needed new interpretation to be able to bring the office to a higher level. One of the directors, for example, appeared to have much more affinity with the role of a coach. He decided to withdraw from the day-to-day management, giving an opportunity to find a new Managing Director.