How successful talent management works in the IT environment

October 2020: About skilled employees and specialists for Swiss SMEs and IT service providers and how to find talents                      

The battle for good skilled workers and specialists is tough for Swiss SMEs and IT service providers. The top priority is therefore to find the right talents, to challenge them and to promote them in parallel. After all, top performance is required from the client side. Is it worth investing in an in-house performance coach?

The permanent pressure of scope, costs and time characterises the project business and makes the search for employees more difficult. Add to this the fact that there are thousands of exciting start-ups in Switzerland and many Swiss companies have established internal IT departments that are pushing ahead with no less exciting digitisation projects. In the IT industry in particular, the solidarity between the client, consulting and development is the basis for successful projects. Everyone has to pull in the same direction. However, the common working methods of modern organisations alone do not make a dream team.

Talent Management

What drives the engine

Studies and employee surveys prove it: Everyone wants to pursue a meaningful and exciting job, but few know where their talents lie. Assessing competencies and expertise is standard in recruiting assessments and leadership programmes. But what about the personal strengths of the candidates and how does a Swiss SME differentiate itself from international corporations – especially with regard to the much sought-after software engineers, the reliable project manager or the ambitious IT consultant?

Acting out of strength

At emineo, we focus on three aspects that guide our actions: materiality, effectiveness and vigilance. All activities and initiatives are guided by this mindset. With the help of Gallup (Clifton Strengths Analysis), the first step is to identify the talents of employees, regardless of their function. The whole management team went ahead and revealed the individual talent profile to the assembled crew. As soon as new team members join, the “strength training” starts, where the talents and strengths of the individual are localised or sometimes discovered in the first place. This is followed by the “passion check”: What exactly are the activities and tasks that a team member is passionate about? All these findings are reflected in the context of the personal and company-wide value system. Because only those who know their strengths are in a position to use their full potential – in other words, to be more effective.

To each his talent

The internal performance coach leads this process and trains the team and project leaders to deploy the employees based on their individual talents and to systematically promote them. In regular or situationally convened speed coaching sessions as well as cross-company strengths training, employees are picked up where they are in their projects and everyday work. At the same time, this means an investment in the common understanding of leadership. Within a modern corporate culture, leadership concerns all employees and not just managers. At Emineo, we follow the principle: everyone leads.

If you want to promote the intrinsic motivation of your employees, you have to know what they are good at and – if they don’t notice it themselves – make them aware of it. Targeted and actively applied talent management thus leads step by step to satisfied employees, enthusiastic customers and ultimately to greater corporate success.

The Clifton Strengths Analysis

According to the market research institute Gallup, the Clifton Strengths Analysis was developed by psychologist Donald Clifton and presented in 1999. It is intended to help identify the strengths and potential in people on an individual basis. The person to be analysed chooses from 177 pairs of statements those that best describe him or her. Depending on the answers, the participants are attested 34 talent themes, which in turn can be assigned to the 4 areas “Execution”, “Influence”, “Relationship Building” and “Strategic Thinking”.

The article was published by Netzwoche (only in German).



Patrick Meister
Head of Marketing & Communications


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