Nadia Antonin
In France, productivity growth productivity has been declining since the COVID crisis and has not managed to return to its pre-crisis level, unlike countries such as Germany, which has seen its productivity increase since that time. The sixth report of the National Productivity Council (CNP), published in July 2026, indicates that productivity per capita was only 0.7 points below its 2019 level, but nevertheless remained about 4 points below its trend trajectory.
In the digital age, “how can the key economic indicator of technological progress be so poor? Economists have called this the “productivity paradox” (David Rotman, “The Productivity Paradox”, MIT Technology Review – June 2018.
INSEE defines productivity as “the ratio, in volume, between output and the resources used to achieve it “.
When it comes to human capital management, it must go beyond the mere administration of human It is imperative to implement strategic talent management talent that encompasses a set of approaches aimed at identifying, developing, mobilising and retaining skills, because poor talent management is the worst enemy of productivity. When properly conceived, talent management ensures the sustainability of the company as the epicentre of productivity. It makes it possible to put the right people in the right place, to strengthen their commitment and to promote the optimal use of skills.
Many French companies are facing serious challenges in talent management that are weighing on their productivity and performance. Olivier Lagrée, Talent Management consultant, refers to them as “real deadly sins, as it is so difficult to recover from them “.
Before examining the various strategies for improving talent management, let’s say a few words about this concept.
The concept of “talent management”
Professors Robert E. Lewis and Robert J. Eckman, in their article “Talent Management: A Critical Review ” (June 2006) describe three schools of thought regarding talent management: 1) The first school of thought defines talent management as “a set of practices, functions, activities or areas of specialisation typical of human resources departments, such as such as recruitment, selection, development and career and succession and succession ” (J.S. Heinen, C. O’Neill, 2004, Hilton, 2000, Holsen, 2000); 2) the second approach focuses mainly on “the concept of talent pools” (Kessler, 2002, Pascal, 2004); 3) the third approach is based on “talent in a generic way, i.e. without taking into account organisational boundaries or specific positions”.
Identifying talent
The first step in an effective talent management policy is to identify high-potential profiles. potential. It relies on the ability to assess a person’s natural abilities, motivation and potential for development of an individual.
For Van Duyne, poor choices during recruitment can lead to “Caligula-style appointments”, that is, managers do not hesitate to recruit the people they want, regardless of their skills.
Providing meaning and strengthening commitment
Productivity does not depend solely technical skills. It is also linked to the motivation and commitment of employees.
Talent management must incorporate a strong human dimension. Recognising skills, offering opportunities for development, listening to employees and creating an atmosphere of trust are essential principles. The performance of a team depends first and foremost on the well-being and motivation of people.
Well-being at work and productivity
Academic research is increasingly focused on increasingly in well-being and quality of life at work.
According to various studies happy employees are 12–13% more productive. For example, a study by the University of Warwick reveals that well-being at work promotes a 12% increase in productivity among employees, whereas unhappy workers are 10% less productive than average. According to a study by Oxford Business School and British Telecoms, happy employees are 13% more productive than those who are not happy.
Putting the right people in the right place
One of the main causes of loss of productivity lies in the mismatch between employees’ skills employees and the tasks assigned to them. When there is a mismatch between an employee’s skills and the requirements of their role, the drop in productivity is immediate and has repercussions at several levels of the company. Conversely, a good match between skills and responsibilities promotes performance, autonomy, motivation and quality of work.
Making management a driver of talent management
Management is a real accelerator of productivity. A manager’s watchwords must be following: motivation, dynamism and team development, professionalism and trust.
A charismatic leader will be able to to identify talent, to value skills, to support progress and to offer assignments that match each individual’s abilities.
We need to shatter the unflattering image of the French manager that has emerged from recent national and international surveys. When it comes to management practices, France does not come out well when compared with its European neighbours, according to a report by the General Inspectorate of Social Affairs (IGAS) published in March 2025.
The real challenge for companies is no longer just about having talent, but about knowing how to bring it out and put them in a position to succeed.
Ultimately, effective talent management talent is all the more essential as it is a major issue for France’s competitiveness. By disregarding the skills, merit and potential of its talented individuals, or by creating conditions that drive them to leave the country, France loses some of its driving force, its wealth creators, its skills, etc. It sacrifices its productivity.