Organisatiecultuur als onzichtbare kracht achter talentmobilisatie: Een verkenning van relevante aspecten

Abstract

For several years, there have been great labour market shortages resulting in both quantitative and qualitative mismatches. It is a great challenge for employers to find and to retain the right employees. Consequently, employers are increasingly aware of the crucial importance of recognizing, utilizing, and developing talent (in this article, we refer to that as ‘talent mobilization’). However, in practice, it is hard for organizations to create an environment in which this occurs. Organizational culture plays a significant role in learning and development in the workplace. However, it is not yet clear how the relationship between organizational culture and recognizing, utilizing, and developing talent unfolds. To gain insight into this relationship, an exploratory study was conducted among 287 employees of different organizations (public and private organizations). This research focuses on respectful, caring-ethical, justice, and learning organizational cultures. The results show that a fair organizational culture is the strongest predictor of talent mobilization, followed by a learning and caring-ethical organizational culture, while a respectful culture did not contribute to talent mobilization. For HR professionals, this means that interventions targeting perceived justice are likely to be the most promising in enhancing talent mobilization. When employees perceive the absence of arbitrariness and believe that consistent decisions are being made, they are likely to have clarity about the steps they can take to develop their talents.