Abstract
Numerous studies worldwide have highlighted the significance of trust in all aspects of life. Whether it is a nation, society or organisation, the importance of trust-building is unquestionable. Studies have established a linkage between trust and economic prosperity, and organisations recognise the importance of instilling and communicating trust to all their stakeholders to create long-term value.
However, the growing depletion of trust in institutions and individuals in leadership capacities is a cause for concern. Findings from the Edelman Trust Barometer and other renowned organisations reveal that a large percentage of people find statements of leaders untrustworthy, and the younger generations are sceptical of institutions.
This has far-reaching consequences, especially for organisations that consider talent a key differentiator of their strategy and success. Restoring or solidifying trust in organisations is dependent on institutionalising trust through policies and processes and demonstrating it when leaders have to make challenging trade-offs.
For the employees (existing and potential), trust experienced through well-entrenched talent processes is a testimony to the organisation’s promise of being a fair and transparent employer. It is, therefore, an organisational imperative that works like a talent magnet, especially for attracting the younger generation that is highly connected and wants to participate and contribute to building a free, fair and sustainable society.
While talent processes enable a trusting environment, the role modelling of leaders and leadership teams establishes the organisational culture that pervades and influences the overall entity. It, therefore, requires time, energy and investment to get these two pieces to work in tandem to create a trusting organisational climate.
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