managing talent is the strategic priority #1 from the CEO's corner office to the frontline manager ...YET HOW MANY HAVE A STRATEGIC AND SYSTEMATIC APPROACH TO TALENT MANAGEMENT ???

DON'T LET THE BUSINESS RIVALS CHECKMATE YOU WITH A SUPERIOR TALENT ATTRACTION AND  RETENTION STRATEGY

PRIME TALENT DEMANDS THE HIGHEST LEVEL OF ENGAGMENT ... THEY DON'T MERELY WORK FOR MONEY BUT FOR INTRINSIC REWARDS

CAUTION: PRIME TALENT DEMANDS THE HIGHEST LEVEL OF ENGAGEMENT

Over the past few years, there's been much written about employee engagement . What it is, what it isn't, is it important and (assuming it is) how do you get it? However the notion of employee engagement is simple. Individual contribution of employees (including managers and leaders) in the workplace is very much influenced by the strength of their respective emotional connection to their employer. The stronger and more positive that connection, the more likely it is that the employee will give their best effort - in fact, go the proverbial "extra mile" - for the sake of their organization. While the vast majority of recent experiences  supports this idea, capitalizing on it requires a very disciplined strategy of measurement and response, as well as a long-term commitment of resources and talent. More significantly, it may also require some organizational soul-searching.

At its core, employee engagement is based upon the basic concept of reciprocity. The employer works to create a work environment that is so emotionally satisfying and rewarding for employees, that it literally invites them to become similarly invested (engaged) in its long-term success. Like the any sport like cricket or football, it is conceptually simple to grasp, but not necessarily easy to execute well. One of the challenges is that emotional connections can be difficult to measure and are prone to shift (in some cases quickly) in response to changes in the work environment. More confounding is that these relations are typically forged one employee at a time, yet are influenced by multiple variables (reporting manager relationships, organizational mission and values, workload, peer relationships, etc.). Add to this the cost/resource challenges created by the recession  or business cycles facing the industry employee engagement  as a business improvement initiative  can quickly become a "nice to do" for better times.

WHY EMOTIONAL ENGAGEMENT IS IMPORTANT

¨     In times of economic doom and gloom, employees lose confidence and become fearful about the organization's future. If there have been staff redundancies within an organisation or targets aren't being met, there can be a downward spiral effect on employee productivity which can further eat into organization performance. However, when employees are emotionally and psychologically engaged with an organisation, it will perform more effectively. This has a flow on effect as employees become even more engaged. People take stronger ownership when they're involved in the organization's improved performance and future development. They also become more enthusiastic and supportive about what's happening in their work environment. They Bring a consistently higher level of commitment, creativity and energy to their jobs

¨     In creating a culture of service, performance, and operational excellence, employee engagement is the key that unlocks the door to customer loyalty. Unfortunately, the leadership skills needed to create an environment that fosters employee engagement, motivation, and trust are often elusive in many organizations.  In an environment of high engagement people can rightfully say… "I feel as though I make a difference. My job allows me latitude to make decisions and implement them in order to get the job done. At the end of the day I can look back and see what I have been able to accomplish with a great feeling of satisfaction."

HOW TO START WITH EMPLOYEE ENGAGMENT?

We can easily “guestimate” five common things that employees want, need, and expect from their employers need to be more productive, valuable, and promotable within the organization.

#1 - COMMUNICATION

Few employees feel that they get enough communication or information on company updates from their boss. Open communication is key to creating and sustaining a culture of excellence, as well as, increasing employee engagement and trust, customer loyalty, and ultimately improving bottom-line results.

Open communication can be in the form of: one-on-one updates with staff members; daily briefings with the entire team; company newsletters and intranet updates; or through regularly scheduled team or departmental meetings. Open communication does not mean sharing confidential company information, but it should include keeping your staff abreast of inter-company changes, financial results, customer feedback (good or bad), and aware of new products and services that will soon be launched.

Remember, from the employee's perspective, there is always something new to share, and when you open up the lines of communication, you lessen the likelihood of negative gossip.

#2 - INVOLVEMENT

Creating fully engaged employees, who have passion for driving excellence, also includes involvement. Most employees want to be involved in the planning of work that affects them. When employees are not involved it often contributes to misalignment, negativity, and low morale.

Involving employees doesn't mean getting their say on confidential business issues, but it does include soliciting their feedback on workplace issues, processes or procedural changes that will impact their work -- before they are implemented. When employees understand the "why" and are involved to some extent in the improvement process and implementation, you have a greater chance at creating sustainable change, a high level of trust, buy-in, and support.

#3 – THE RIGHT RESOURCES & RIGHT SUPPORT

When employees are provided with the proper tools and resources to do a quality job, it creates a great environment for holding everyone accountable for driving excellence. It also demonstrates that the organization is serious about creating a work environment where employees can thrive, be successful, and contribute to improving operational and financial results.

Basic  resources should include appropriate supplies and equipment, along with learning and development opportunities to enhance and grow employee competence, confidence, skill, and ability.

When was the last time you assessed where you stand (as a leader) in providing the basic tools and resources to ensure a job well done from your staff? If funding and budget cuts are barriers, use the wisdom of your team to surface resourceful ways to ensure they have what they need, while not causing a financial burden to the organization.

#4 - RECOGNITION

Even in organizations who profess that they do a good job in rewarding and recognizing staff members, there are still many employees starving for it. That's often because the level of recognition initiated often varies based on the departmental leader. I believe that there should be multiple channels of reward and recognition flowing throughout an organization; not only top-down recognition - which is manager-to-employees, but also lateral recognition - which is peer-to-peer.

When employees feel they are adequately recognized for a job well done, they become self-motivated to do more with less. And for the most part, a sincere "thank you" with a pat on the back from a manager or senior leader to a line employee can go a long way in creating and sustaining a culture of excellence.

What ever the workforce composition, employee engagement is strongly driven by the immediate manager and his or her ability to meet employees' emotional requirements. In this context, it is suggested that people are motivated more by intrinsic factors, such as personal recognition, rather than simply focusing on extrinsic factors, such as compensation. The following ideas can be executed with very little cost  for everyone and anyone….

¨     Invite successful teams to present their project achievements  to top management.

¨     Start a staff appreciation program. Award points for positive traits. Points may be redeemed for small prizes or special privileges.

¨     Plan a surprise achievement celebration for a staff member or team.

¨     Pass on the praise. If you hear a positive remark about a person, repeat it to that person as soon as possible--perhaps via email. . Publish a "kudos" column in your newsletter. Ask staff to submit kudos for their peers.

¨     Call an employee to your office to thank them.

¨     Express interest in your staff members' professional development or personal accomplishments like Mohan participated in the Mumbai Marathon.

¨      Establish relationships between staff and upper management. One idea: send new employees out to lunch with the company president.

¨     Mail thank you notes to employees who work long hours  for a special project/crisis and start a program to curtail needless late working as well

¨     Allow employees to select their next assignments. If you can allow employees to choose their work, they will be more engaged and dedicated.

¨     Designate successful teams and employees as office consultants.

¨     Give employees an extra long lunch break on occasion or convert this into a surprise party or celebration of a company’s achievement

¨     establish a  real generous Award to recognize employees who consistently do their job well…. This should make the others jealous atleast !!!

#5 - TRUST

Trust isn’t something you can buy. Trust is something you earn. It’s based on a set of behaviors that can be learned, practiced, and mastered. It’s a commitment that fundamentally informs how people think about and interact with customers, suppliers, and coworkers. In time, it becomes an organization’s way of being. An interesting trend observed in most companies is that the employee perceptions drop after spending 6 months in the organization. It highlights the challenge in managing new hire expectations and the possible gap in employer brand promise and the actual experience. The  change is largely related to credibility of the commitments made by management, openness in communication with seniors and recognition of work.

When leaders work diligently to keep the lines of communication open, involve employees in the planning of work that impacts them, provide employees with proper tools and resources, and consistently recognize exemplary job performance - all of these elements contribute to creating a high level of trust on both sides of the fence. In a good company , trust  should manifests itself in every relationship. Managers believe that employees want to be productive, encouraging them to participate in the business. Employees act like owners. They’re enthusiastic and passionate about their work and the company’s mission. In a high-trust environment, people cooperate and collaborate, leading to positive workplace interactions, higher profits, and greater productivity.

MASTER KEY ….ONE SIZE /FITS ALL?

Please note that every organization is different. There is a crying  need to fine tune their engagement initiatives. employees in different demographic groups feel differently about what's important to be emotionally engaged with their employer. Three key differences are … career stage; employee gender and tenure of employment within an organization need special attention and appropriate action.

Career starters are more engaged emotionally through:

1.     professional support by their immediate manager

2.     organization communication about its direction

3.     organization values and behaviors that they support

4.     organization commitment to improving operating systems

5.     organization commitment to high performance

6.     organization focus on team performance

Employees with more established careers are more engaged emotionally through:

·        trust and respect for their immediate manager

·        high performance standards for the organization

·        understanding how organization strategies are met

·        fair HR policies and procedures

·        their organization reducing risk and acting responsibly

New starters are more engaged emotionally through:

·        the relationship with their immediate manager

·        effective communication in the organization

·        organizational performance

·        a customer service culture within the organization

·        the organization reducing risk

Longer serving employees are more engaged emotionally through:

·        the organization's long term strategies and aims

·        HR policies and practices

·        plans and projects for organizational  long term success

This is not an exhaustive list or a one lasting solution ….  EMPLOYEE ENGAGMENT is a moving target. Creativity & innovation ( a buzz word) today is needed also in employee engagement… Remember what Peter Senge mentions  in The Learning Organisation”… what is the best today will be common-place tomorrow…” GIVE ME YOUR FEEDBACK… we could have a compendium of best practices of Indian companies… To know how they  invent & reinvent ways to delight their employees. Best wishes

Wilfred Monteiro

the talent master is like the gardener : he constantly prunes the garden for the flowers to bloom without the weeds choking them. IS YOUR TALENT MANAGEMENT GAMEPLAN LIKEWISE???

BUILDING TALENT BLOCK BY BLOCK every manager aspiring to be a trainer or coach should understand first how these styles have influenced his learning in the last few years to make him what he is ... and they use these styles to help people learn and become what they ought to be ...ie work at their full potential

EVERY MANAGER SHOULD BE 
A LEARNING FACILITATOR
how do people learn on the job?

Prof David Kolb's ( a pioneer thought leader in learning theory) sets out four distinct learning styles (or preferences), which are based on a four-stage learning cycle. (which might also be interpreted as a 'training cycle'). In this respect Kolb's model is particularly elegant, since it offers both a way to understand individual people's different learning styles, and also an explanation of a cycle of experiential learning that applies to us all.

Kolb includes this 'cycle of learning' as a central principle his experiential learning theory, typically expressed as four-stage cycle of learning, in which 'immediate or concrete experiences' provide a basis for 'observations and reflections'. These 'observations and reflections' are assimilated and distilled into 'abstract concepts' producing new implications for action which can be 'actively tested' in turn creating new experiences.

Kolb says that ideally (and by inference not always) this process represents a learning cycle or spiral where the learner 'touches all the bases', ie., a cycle of experiencing, reflecting, thinking, and acting. Immediate or concrete experiences lead to observations and reflections. These reflections are then assimilated (absorbed and translated) into abstract concepts with implications for action, which the person can actively test and experiment with, which in turn enable the creation of new experiences.

Kolb's model therefore works on two levels - a four-stage cycle:

• Concrete Experience - (CE)
• Reflective Observation - (RO)
• Abstract Conceptualization - (AC)
• Active Experimentation - (AE)

and a four-type definition of learning styles, (each representing the combination of two preferred styles, rather like a two-by-two matrix of the four-stage cycle styles, as illustrated below), for which Kolb used the terms:

• Diverging (CE/RO)
• Assimilating (AC/RO)
• Converging (AC/AE)
• Accommodating (CE/AE)
• 
  

KOLB LEARNING STYLES DEFINITIONS AND DESCRIPTIONS

Knowing a person's (and your own) learning style enables learning to be orientated according to the preferred method. That said, everyone responds to and needs the stimulus of all types of learning styles to one extent or another - it's a matter of using emphasis that fits best with the given situation and a person's learning style preferences.

Here are brief descriptions of the four Kolb learning styles:

·        Diverging (feeling and watching - CE/RO) - 

These people are able to look at things from different perspectives. They are sensitive. They prefer to watch rather than do, tending to gather information and use imagination to solve problems. They are best at viewing concrete situations several different viewpoints. Kolb called this style 'Diverging' because these people perform better in situations that require ideas-generation, for example, brainstorming. People with a Diverging learning style have broad cultural interests and like to gather information. They are interested in people, tend to be imaginative and emotional, and tend to be strong in the arts. People with the Diverging style prefer to work in groups, to listen with an open mind and to receive personal feedback.

·        Assimilating (watching and thinking - AC/RO) - 

The Assimilating learning preference is for a concise, logical approach. Ideas and concepts are more important than people. These people require good clear explanation rather than practical opportunity. They excel at understanding wide-ranging information and organising it a clear logical format. People with an Assimilating learning style are less focused on people and more interested in ideas and abstract concepts. People with this style are more attracted to logically sound theories than approaches based on practical value. These learning style people is important for effectiveness in information and science careers. In formal learning situations, people with this style prefer readings, lectures, exploring analytical models, and having time to think things through.

·        Converging (doing and thinking - AC/AE) -

People with a Converging learning style can solve problems and will use their learning to find solutions to practical issues. They prefer technical tasks, and are less concerned with people and interpersonal aspects. People with a Converging learning style are best at finding practical uses for ideas and theories. They can solve problems and make decisions by finding solutions to questions and problems. People with a Converging learning style are more attracted to technical tasks and problems than social or interpersonal issues. A Converging learning style enables specialist and technology abilities. People with a Converging style like to experiment with new ideas, to simulate, and to work with practical applications.

·        Accommodating (doing and feeling - CE/AE) - 

The Accommodating learning style is 'hands-on', and relies on intuition rather than logic. These people use other people's analysis, and prefer to take a practical, experiential approach. They are attracted to new challenges and experiences, and to carrying out plans. They commonly act on 'gut' instinct rather than logical analysis. People with an Accommodating learning style will tend to rely on others for information than carry out their own analysis. This learning style is prevalent and useful in roles requiring action and initiative. People with an Accommodating learning style prefer to work in teams to complete tasks. They set targets and actively work in the field trying different ways to achieve an objective.

As with any behavioural model, this is a guide not a strict set of rules.

Nevertheless most people clearly exhibit clear strong preferences for a given learning style. The ability to use or 'switch between' different styles is not one that we should assume comes easily or naturally to many people.

Simply, people who have a clear learning style preference, for whatever reason, will tend to learn more effectively if learning is orientated according to their preference.

For instance - people who prefer the 'Assimilating' learning style will not be comfortable being thrown in at the deep end without notes and instructions.

People who like prefer to use an 'Accommodating' learning style are likely to become frustrated if they are forced to read lots of instructions and rules, and are unable to get hands on experience as soon as possible.

This theory is as practical as it is deep... every manager aspiring to be a trainer or coach should understand first how these styles have influenced his learning in the last few years to make him what he is ... and they use these styles to help people learn and become what they ought to be ...ie work at their full potential

With best compliments

Dr Wilfred Monteiro

Mumbai- India

WARNING BELL !!! OUR PRIME TALENT IS LEAVING .... Exit interviews are a tool to conduct a reality check.. You have ready feedback on you culture and they are regarded as caring and compassionate - a sign that the organisation is big enough to expose itself to criticism AND THE VOICE OF THE INTERNAL CUSTOMER

TAPPING   HIDDEN   VALUE   IN   EXIT   INTERVIEWS

EVERY MANAGER WANT HIGH PERFORMING TEAM MEMBERS YET THESE VERY MANAGERS MAY HESITATE TO INVEST TIME & TROUBLE TO NURTURE TALENT

COACHING 

THE OMINTOOL FOR TALENT DEVELOPMENT    COACHING:

Make talent development is  a 365 day affair

The practice of coaching as a tool for work force and leadership development has gained popularity in India recently. Twenty years ago, coaching would not have made it to the top of any manager's list of most critical tasks and responsibilities. The reasons for the phenomenal growth in the use of executive coaching by employing organizations may include:

¨     As managers became more transitory in their careers and organizations, the sense urgency for investing in people's long-term development has increased .

¨     the knock-on effects of the downsizing of recent years, resulting in ‘lonely’ and isolated senior managers who welcome support and challenge from someone external to their immediate work environment

¨     the increasing demand by organisations for senior managers with key ‘soft skills’. Many standard training & development initiatives have failed to embed the kinds of feedback-based approaches necessary for self-insight for young managers.

¨     Some senior managers consider they have ‘made it’ and worry that being seen to undergo development may be perceived by others as admitting they have a weakness. The nature of the executive coaching relationship is private and avoids that public gaze

WHAT IS EXECUTIVE COACHING?

Executive coaching is an individualized approach to professional development that focuses on results and outcomes. The cornerstone of this approach is to encourage employees to learn on their own instead of providing them with solutions straightaway. Coaching is a different delivery system …the coach works with the manager to tailor the program in skill areas where we will have an impact or problems which need to be addressed in private. Executive coaching is an interactive process that is usually work related and focused on improving performance or behavioral changes needed for growth . It is a goal-orientated form of personally tailored learning for a busy executive.. It is a action orientated, personally tailored approach to learning  which  utilizes feedback and offers some objectivity .

Managing people today is less about command and control and more about development and empowerment. Instead of operating from a position of power, managers need to become cheerleaders and coaches to their employees. The current trend of flatter organisations and frequent downsizing puts pressure on employees to constantly cope with changing requirements in skills, responsibilities and performance. Individuals are being called upon to take ownership for their own development and even training, which is the prompt for the transformation of the manager’s role into that of a coach.

In this new capacity, the manager-coach is expected to guide, encourage and suggest rather than direct individuals to optimize their potential and performance.In reality, coaching asks managers to spend more time giving constructive, individualized feedback on performance to subordinates, rather than barking orders and sending their troops to boot-camp training programs.

 

Why Top Companies An Executive Coaching Program ?

What motivates employers to commission executive coaching? What is it they hope to gain? Coaching is taken for granted in the world of sport where individuals and teams have a coach to provide motivation, enhance skills and refine performance. Ultimately a coach aims to bring out the best in an individual to enable the team to work better as a whole. The same can be said of business and its leaders.

We have found five main motives for organisations in introducing executive coaching. These were categorized as:

1.   to support the induction or appointment of a senior person into a more senior, or different role

2.   to accelerate the personal development of individuals defined as ‘high potential’, or individuals from a minority group identified for affirmative action

3.   to underpin the effective implementation of organisation change, through supporting teams and individuals

4.   as a critical friend or independent sounding board to a senior individual

5.   Executive Coaching works best when used to help individuals address specific personal development issues or to assist when taking on a particularly challenging work role or project.

Executive coaching is  not a passing fad. What was stigma ("You're so broken you need a coach?") has become status symbol ("You're so valuable you get a coach?"). Tiger Woods and Michael Phelps have coaches. Even President Barack Obama has a coach.

THE SCOPE OF THE EXECUTIVE COACH

Executive coaching--personal should be used like a powerful prescription drug that works best under certain conditions. Since 1993, we have had numerous coaching assignments and candidates These have been at different levels and different functions. Here are some diagnostic questions we ask before making the decision to function as  a coach.

1. How valuable is this person's performance and potential to your organization?

2. What is the challenge the person is facing right now?

3. How willing and able will the executive be to work with a coach?

4. Is the need for coaching well defined and accepted by the candidate

5.What alternatives to coaching are available?

6. Is  the organization  environment ready to support this person's efforts to grow and change?

THE G.R.O.W  MODEL is a well-established framework for executive coaching. It is an acronym that expands into

GOAL: defining what is to be achieved,

REALITY: exploring the current situation, relevant history and future trends,

OPTIONS: coming up with new ideas for reaching thegoal and

WILL: deciding on a concrete plan of action.

This simple yet powerful approach is at the root of many successful coaching endeavours   working  with business owners, executives, and people at every level in the company. The G R O W  MODEL spells out into the following points

1.   Set and achieve higher quality goals

2.   Ensure people are accountable and take responsibility of their actions

3.   Accelerate development in business processes, skills, knowledge, and relationships

4.   Eliminate rather than tolerate the negatives in their life

5.   Encouraging you to focus on your key priorities

6.   Providing you with an impartial sounding board

7.   Supporting you in making better decisions

8.   Giving you greater confidence

9.   Helping you achieve new levels of job satisfaction and motivation

THE MODUS OPERANDI WE USE…

Phase One—Develop Formal Commitments

During this phase we meet with the client/sponsor to identify the performance issues, formulate outcomes, clarify expectations and get commitments.

This phase can be completed either face to face or on the telephone. There may be some supporting documentation that will need to be completed through email/post.

Phase Two—Gather Information & Creation of Professional Development Plan

During this phase we gather information about the client's performance issues, we will review any existing performance data, conduct some interviews and ask the client to complete some assessments/questionnaires. We will provide feedback and help the client create a professional development plan. We also get commitments for Phase Three. (Note: Phases One and Two usually take 2 to 4 weeks.)

 

Phase Three—Coach

During this phase the actual coaching process begins.

Depending on requirements this can be a mixture of face to face, telephone and email sessions.

We are completely flexible with regards to this.

Phase Four—Evaluate and Follow-up

During the final phase we report on the client’s progress, evaluate the coaching assignment and help the client build support structures to maintain new behaviours and relationships.

Phase Five – Fold Up

Don’t drag it on. We found that most coaching assignments last between six and 12 months. Determine the appropriate end point and stick to it. Much of the individuals learning can and should be continued without a coach.

In Closing…Organizations that are serious about executive coaching are willing to make a “leap of faith” without having solid, metrics to determine the ROI of their anticipated investment. The real the impetus behind executive coaching is both the satisfaction and returns the beneficiary of coaching get ……Much more than the  business results - which is  often evident.

Best wishes

                  Wilfred Monteiro

Talent management formally integrates ALL people management programs and functions so that they work as a continuous & complementing process.

WILL  TALENT  MANAGEMENT SUPERCEDE  TRADITONAL  HRM ???

Talent management is the integrated process of ensuring that an organization has a continuous supply of highly productive individuals in the right job, at the right time. Rather than a one-time event, talent management is a continuous process that plans talent needs, builds an image to attract the very best, ensures that new hires are immediately productive, helps to retain the very best, and facilitates the continuous movement of talent to where it can have the most impact within the organization.


 "The war for talent has shifted, now it's the war for the right talent," said David Ulrich, leading Human Resources guru. "It is not enough to say that people are our most important asset; but to believe that people are the customer's most important asset." So where does the traditional HRM system survive with the onslaught of outsourcing & automation of most HR operations???


TALENT MANAGEMENT : a strategic & integrative approach
The talent management strategy is superior not just because it focuses on productivity, but also because it is forward looking and proactive, which means that the organization is continuously seeking out talent and opportunities to better utilize that talent. It produces excellent results because it overcomes the major problem of traditional recruiting, which is isolation. It instead integrates the previously independent functions of recruiting, retention, workforce planning, employment branding, metrics, orientation and redeployment into a seamless process.


TALENT MANAGEMENT & HRM : the differentiators


There are some other factors that help define how talent management differs from traditional HRM. They include:

A focus on high impact positions. 
A talent management strategy requires managers and HR to determine which jobs, when filled with top talent, have the largest impact on a firm’s success.

Cross Functional Approach. 
Talent management builds cooperation and integration between previously independent efforts of line/functional managers, through its heavy use of common goals, metrics and rewards. As a result, no independent function like marketing, production or IT can be considered successful unless the overall talent management effort is also successful.

Accountability. 
Talent management gets managers’ attention by instituting a system of measures and rewards that ensures every manager is recognized and rewarded for excellence in people management (high workforce productivity). It simultaneously measures employee engagement to ensure that managers reach their productivity goals while using the appropriate management behaviors (two-way communications, empowerment, meritocracy, etc.).

¨ Recognition of the business conditions. 
The talent management approach involves recognizing that different types of talent are required depending on changing business situations & the business cycle. As a result, talent management requires the continuous internal movement of talent in and out of jobs and business units based on current business needs and where the company is in its business cycle. Our experience with client companies, suggests that too many firms rely on recruiting new talent rather than systematic development of “home grown” talent. This generally leaves them unprepared to respond quickly to business opportunities. It is a constant struggle to have the right people in the right jobs at the right time in order to deliver improved business results.

Focus on Internal Customer Service. 
Seamless service is the expectation of talent management. Customer satisfaction, process speed, quality, and responsiveness are continually measured. In our HRD EFFECTIVENESS AUDIT newsletter we have described how this arm of the talent management should be evaluated

¨ Anticipation. 
While traditional HRM tends to be reactive, talent management is forward looking. It forecasts and alerts managers about upcoming problems and opportunities. It encourages managers to act before the need arises in talent management issues

Primary Principles of Talent Management 

The four primary factors that make the talent management approach unique include:



Integrating people processes into standard business processes. Talent management goes the next step and further repositions people management programs and processes into the company’s standard business processes, such as the corporate strategic planning process, budgeting, mergers, and new product development.

Shifting responsibility to managers. Talent management pushes the accountability and the responsibility for executing people management down to the line management levels.

Measuring success with productivity. Talent management shifts the success measures from the more traditional HR and recruiting functional metrics towards measuring the overall productivity of the

The Key Success Factor of Talent Management

Before going into any detail about talent management, it’s important to take a step back and look at where it fits into the business map. Start with the operation of the HR department. Most HR departments operate using a functional model where every HR unit operates on a relatively independent basis. Other than HR generalists, every HR unit has independent goals, measures, and budgets. For example, there is little or no integration in the traditional recruiting function between its recruiting programs and the activities of other HR functions like development, compensation, and retention. Although this traditional separation provides the recruiting function with the opportunity to focus on its own specialty area, it can limit the impact of recruiting efforts by not meeting the expectation or needs of other people management and business processes and programs.

"Alignment" is therefore the key element of a successful Talent Strategy. When selecting or developing people, most organizations focus on the skills, knowledge, experience and behaviours required for the role. However, some organizations are beginning to look at the behaviours required to operate effectively in a particular team or culture. Our experience at Synergy Management Associates, in serving our clients, is to have an approach that looks at all of the factors that drive team performance, the relationship between people's motivations and the sorts of organizational cultures in which they will thrive.

Talent Management should be about delivering business success through understanding what we actually mean by talent, and how it will achieve the specific goals of the organization. It is about ensuring that we value the natural talents and aspirations of our people. It is about ensuring that we understand what blockages can spoil all our hard work.


 It is about operating people processes that join together not only with each other, but with the business's goals. And finally, it is also about understanding how to manage people for alignment as well as ability. If we adopt these approaches, not only will business success follow, but we should also have fulfilled and effective people.

Some best practices in Talent Management

Companies which have excelled at Talent Management have had the following observed best practices:

CEOs were directly involved in the Talent Management process; - empowered, strategic human resources leaders; - attentive Boards of Directors; - unified, comprehensive and integrated approaches to focusing exceptional care upon top-performing executives. "We wanted to create an environment where people feel passionate about their work, where people feel inspired," the CEO often says

Monetary rewards are not as strongly emphasized as motivators. Consequently, proactive employers are looking to a broader and more personalized range of non-financial motivators, including:

- Executive education; - personal coaches; - individualized development programs; - allowing employees to select how they are rewarded.

These companies have ambitious succession plans with successful execution of high-potential employee development activities.

HR departments tended not to have formal budgets for Talent Management - costs being mostly incurred and driven at line management level.

The distinct presence of performance metrics and accountability around Talent Management programs contributes to concrete action in moving such programs forward.

CONCLUSION

It comes down to whether a company has the talent needed to execute its business strategy. And the signs of a faltering system are readily apparent: failing to meet business targets or objectives; shortages of key talent; talent management a low corporate priority; employee morale and satisfaction on the wane; problems recruiting employees; problems retaining employees; a tarnished employment brand. The end result of the talent management process is to increase overall workforce productivity through the improved attraction, retention, and utilization of talent.