Global Context of Talent Management
It is defined in three ways,
- As a combination of standard human resource management practices such as recruitment, selection and career development.
- As the creation of a large talent pool, ensuring the quantitative and qualitative flow of employees through the organization.
- As a good based on demographic necessity to manage talent. Lewis and Hackman (2006),
Developing Talent Management Strategy
‘The war for talent’ Michaels (of McKinsey and Co)
et al (2001) identified five essentials,
organizations need to act on if they are going to win,
- Creating a winning employee value proposition that will make the company uniquely attractive to talent.
- Moving beyond recruiting hype to build a long-term recruiting strategy.
- Using job experience, coaching and mentoring to cultivate the potential in managers.
- Strengthening the talent pool by investing in developing players.
- Central to this approach is a pervasive mindset – a deep conviction shared by leaders throughout the company that competitive advantage comes from having better talent at all levels.
The Process of Talent Management
Above management
processes provide a means of building relationships with people, identifying
talent and potential, planning learning and development activities, and making most
of the talent possessed by the organization. Line managers can be asked to
carry out separate ‘risk analyses’ for any key staff to assess the likelihood
of their leaving.
Management Succession Planning
Management succession planning is ensuring that capable
managers are available to fill vacant managerial posts. Succession
planning takes place to ensure that, as far as possible, the organization has the managers it
requires to meet future business needs. It is concerned with the provision of
opportunities for people to develop their abilities and their careers in order to
ensure that the organization has the flow of talent it needs and to satisfy
their own aspirations.
Conclusion
Talent
management is concerned with roles people carry out. This involves role design
and ensuring that roles provide the responsibility, engagement and motivation.
It also means taking steps to ensure that people have the opportunity and given
encouragement to learn and develop in their roles.
Talent
management policies focus on roles flexibility giving to people, the chance to
develop their roles by making better and extended use of their talents.
Properly carried out, performance management
is a means of increasing the engagement and motivation of people by providing
positive feedback and recognition.
References
Armstrong's Hand
Book on Human Resource Management (2001)
CIPD (2006) Talent Management Understanding the
dimensions, CIPD, London
Michaels, E G, Handfi
eld-Jones, H and Axelrod, B (2001) The
War for Talent, Harvard Business School.
Lewis
and Hackman (2006), talent management.
