Documenti di Didattica
Documenti di Professioni
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2010
Talent
Management
Taking a systematic approach
Nariman H.B.
http://FromNorthlands.wordpress.com
Feb. 2010 Talent Management
Contents
Introduction ........................................................................................................................... 4
What is Talent management about? .................................................................................. 4
History ............................................................................................................................... 4
Concepts............................................................................................................................... 5
Definitions ......................................................................................................................... 5
Talent management's importance, Talent age ................................................................... 5
Talent marketplace ............................................................................................................ 8
Features of a talent management strategy ........................................................................ 8
Arrangement to corporate strategy ................................................................................. 8
Inclusive versus exclusive approaches .......................................................................... 9
Involving the correct people ........................................................................................... 9
Focusing on the talent management circle ....................................................................10
Integrating Talent Management via a system (TMS).........................................................11
The Talent Development Pipeline Architecture .................................................................12
A sample TMS [6] ..............................................................................................................13
Some software for managing talent ..................................................................................14
For Assessing ...............................................................................................................14
For Competency Managing ...........................................................................................15
Automated Employee Appraisals ..................................................................................15
Development Planning ..................................................................................................15
Goal Management ........................................................................................................15
Succession Planning .....................................................................................................15
Compensation Management .........................................................................................16
Configuration, Setup & Integration ................................................................................16
Global Talent Management (GTM) ...................................................................................16
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Introduction
Talent Management looks for addressing how organizations can make best use of
the talents they employ. It is generally accepted that the skills, information and
attributes that employees demonstrate can be an important asset to organizations.
Research demonstrates that there is a direct relationship between the employment
of high contributing individuals and the long term performance of the organization,
most usually measured in terms of shareholder return and sustainable profitability.
History
Organizations have always wanted to hire the people they supposed to be most
suitable for the position they hold. In this respect, the acquisition of talented
individuals is not a new noticeable fact. However, the concept was formally born in
1990s when McKinsey commissioned research on the universal ―war for talent‖ to
review the methods companies in the United States were adopting on recruiting the
best performing employees. It found that organizations were insistently competing for
talented people in the background of the favorable economic climate and that what
made the most difference was a strong belief held by leaders that competitive
advantage could be achieved from employing the best talent. The challenge was to
deal with the talent effectively. Since the research was published, scientific and
academic interest in the subject has grown rapidly, and many organizations have
adopted the talent management strategies.
[16]
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Feb. 2010 Talent Management
Concepts
Definitions
Each business to formulate its own meaning of what talent is than accepting
universal or prescribed definitions and there are considerable differences in how
talent is defined across different industries and sectors. It is helpful to start with a
broad definition for both "talent" and "talent management":
This definition emphasizes the significance of recognizing that it is not enough to just
attract individuals with high potential. Developing, managing and retaining those
individuals as a part of organization' strategy for talent is equally important, as is
adopting structures to measure the return on this investment. Now more
organizations also are broadening their definitions, looking at the ‗talents‘ of all their
staff and workforces to develop their strengths.
These days, the human beings are in their talent age. During the agricultural age, the
financial system was based on land, a truly physical and very tangible asset. The
industrial age followed with a manufacturing-driven economy. Higher business
performance was derived through the most efficient use of factories and allocation
networks.
The knowledge age moved the basis of economic value to information assets
through integrated communications and computer technology. Now the competitive
battlefront is for the best individuals because they are the right creators of value.
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McKinsey research [1] reveals that 75 percent of corporate officers were concerned
about talent shortages and Deloitte reports that retaining the best talent is a top
priority for 87 percent of surveyed HR directors [1]. This need for talent – and,
therefore, its expert management – is also driven by macro trends including:
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[5]
The concept of talent management has evolved into a general and important
management practice and what was once solely attached to recruitment now covers
a large number of areas including organizational capability, personal development,
performance development and succession planning.
Some researches [2] demonstrate that the forces driving the increased interest in
talent are a potent mix of external supply issues and internal organizational demands
as illustrated in figure next page.
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Talent marketplace
Ensuring that the talent strategy is strongly aligned with the corporate strategy must
be a priority. In developing a talent strategy, both of internal and external factors
must be considered, including those detailed in figure above. Strategic analysis from
the business outlook should feed into an HR forecast.
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Feb. 2010 Talent Management
was a desire to progress through the stages highlighted in figure below, making the
transition to a more official, strategically-integrated approach.
Careful attention needs to be paid for involving the right stakeholders in the talent
management strategy. Clearly, HR experts have an important role in providing
support and guidance to design and develop approaches to TM that fits the
organization's needs.
Line managers must take responsibility for managing performance, identifying and
developing talent in their own areas but also need to be encouraged to see talent as
a corporate rather than a local resource.
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It is also important to pay attention on the four areas of the talent management circle,
detailed in figure below.
[7]
Attracting talent
Developing talent
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Managing talent
Lots of Plans and activities are needed to retain and hold talent required for
the future benefits of the organization. Investing on management, leadership
and other human resource management skill besides the development
activities will surely impact on talent retention. Organizations should develop a
performance culture where individuals take responsibility for the continuous
improvement of business processes and their own skill development.
Maximizing the match between what your talented people want and what you
can offer is critical. Tools such as employment value proposition surveys can
assist the organization to identify what people value and what keeps them
there.
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A plain, articulated picture of your talent needs over the next several
years. This picture must be clear on the competencies and other
characteristics that you wish for your talent pool, so that people can
see what it takes "to make it" in the organization.
Progressive pathways that you can use to get rare potential developed
into polished performers. You will require defining the experiences,
exposures and challenges that they need to meet so that they can
emerge as high performers in the future, whether as organizational
leaders, specialist leaders or simply advanced specialists.
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1. Need – the business need derived from the business model and
competitive issues.
2. Data collection – the fundamental data and ―intelligence‖ critical for good
talent decisions.
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Using this system can help TM become a strategic differentiator rather than a
standard set of HR processes – if the right conditions, context, timescales and
offerings exist in the first place. System integration and alignment ensures
that TM efforts are rational and fit for purpose. Since the arrival of the current
era of ―talent‖ is widely acknowledged, it‘s not surprising that renewed
importance is being placed on the management of that talent. And as talent
continues to be seen as a strategic differentiator, its management will take
more of a strategic role.
There are hundreds of software for managing talent and monitoring human
resource performance in the market. Each software has specific features and
is able to deal with various parameters and factors in the organization's HR
sector. It could be a good investment for every organization to use powerful
TM software for increasing talent management skills and monitoring.
For Assessing
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Serve up historical data to both the individual and the manager at the
time of the review so all parties can see information about goals,
assessments, appraisals, development plans, and other performance
metrics
Managers can leverage the Writing Assistant to consistently make
comments about observable behaviors and competencies for their
employees
Making Schedule reviews for different parts of the organization
differently
Development Planning
Goal Management
Succession Planning
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Compensation Management
There are many HR actions for organizations that want to implement their
GTM efforts as effectively as possible. "Although the economic downturn is
slowing business globally, firms still need to hire and manage their talent to
operate today and anticipate their leadership needs of the future. Thus they
may need to engage several HR actions simultaneously. A suggested
summary of which HR actions might be most appropriate for which GTC is
shown in Figure 2 as indicated by the check marks." [8, 9]
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While the table above suggests that organization may select just one HR
action for a particular global talent challenges, in fact, the HR actions shown
in this Figure might be more effective if done as part of a system.
Final viewpoint
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A final conclusion was that talent management was a dynamic process that has to
be continuously reviewed to ensure that organizational requirements are still being
met in the light of changing business priorities. Ultimately, organizational success is
the most effective evaluation of talent management.
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References
4. http://www.compassess.com/pdf/Talent_Management_White_Paper.pdf
7. Webpage:http://www.cipd.co.uk/subjects/recruitmen/general/talent-
management.htm
10. BRITTAIN, S. (2007) How to manage key talent. People Management. Vol 13,
No 12, 14 June. pp46-47.
11. YAPP, M. (2008) Top talent in tough times. Talent Management Review. Vol
2, No 4, October. pp22-24.
12. PARRY, E. and URWIN, P. (2009) Tapping into talent: the age factor and
generation issues. Research into practice. London: Chartered Institute of
Personnel and Development.
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Feb. 2010 Talent Management
13. CHEESE, P., THOMAS, R.J. and CRAIG, E. (2008) the talent powered
organization: strategies for globalization, talent management and high
performance. London: Kogan Page.
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