TALENT MANAGEMENT

‘Talent Management’ means having systems and plans in place that ensure that we plan for, attract, recruit and select, retain and develop our employees to meet present and future needs. We need to plan ahead, make sure we recruit people with the skills and behaviors we need and then retain them and help them grow. Importance of talent management is building a high performance workplace, to encouraging a learning organization, adding value to the ‘employer of choice’ and branding agenda and finally contributing to diversity management.

Comprehensive Learning and Development programme for Talent Pool

Employees are the greatest strength in the organization and wants to  be invest on them for empower them to stay ahead of competition by providing regular exposure to learning and knowledge enhancement. As continue to grow as an organization, it is vital that employees keep pace and develop as professionals and as teams. Learning and Development programme aims to instill a culture of continuous learning and excellence .The Learning and Development programme's goal is to enhance every employee's competencies at the individual, team and organisational levels, and to equip her/him with the right knowledge, skills and attitude, so that each person can contribute significantly to ensuring the organisation's success. In the process, each employee is personally and professionally enriched and motivated to sustain excellence in performance. The competitive edge created through a knowledgeable, skilled and motivated workforce ultimately results in achieving its strategic business goals. Learning and Development programme creates a pool of exceptional talent that can be tapped by it grows globally in the future.

1. Identify key talent.

The executive team must identify specific high-potential employees who have the skills and aptitudes required to advance over time. The talent belongs to the whole organization, not to a particular department.

2. Assess readiness.

The executive team as a whole provides its perspectives on the readiness of emerging leaders to advance or take on new roles. For example, emerging leaders are evaluated as ready now, in 1 to 3 years, or in 3 to 5 years. All department heads also identify development areas for each of the high potentials.

3. Offer an array of development opportunities.

Organizations must offer, by themselves or with other local governments or educational partners, an array of special assignments, interim management, project leadership, training workshops, certificate programs, and professional development opportunities.

4. Create development plans.

Based on the development needs of the specific high-potential employees, managers create development plans with the individual employees, focusing on their targeted areas of development, such as people or leadership skills, community engagement skills, budgeting, or public speaking skills. The plans include specific development assignments, measurable objectives, and timelines.

5. Communicate

Keep leadership up to speed, so that they, in turn, can keep their teams up to speed. Communication is “an ongoing step that parallels the other implementation steps and the  leadership so that they can share the process with their teams and assist their local managers.

6. Measure progress.

The executive team meets three to four times per year to further identify high- potential employees, assess readiness, and measure progress toward their development goals.

Conclusion

The skilled people who staff in organization bring the greatest competitive advantage. But finding the right fit talent is just the first step. To succeed in today’s ever-changing marketplace, optimizing the potential people is priority. That’s why after attracting and hiring the best people for organization.

References

Armstrong, M and Taylor, S (2014) A Hand Book of Human resource Management Practice, Kogan

Forbes Magazine (2015 July) (https://www.forbes.com/sites/steveolenski/2015/07/20/8-key-tactics-

for-developing-employees/#79d535d06373) accessed on 20thNov 2017 at 8.17 pm

https://int.search.tb.ask.com/search/AJimage.jhtm

See R.E. Lewis and R.J. Heckman, “Talent Management: A Critical Review,” Human Resource Management Review 16 (2006): 139-154.

E.G. Chambers, M. Foulon, H. Handfield-Jones, S.M. Hankin and E.G. Michaels, “The War for Talent,” McKinsey Quarterly 3 (1998): 44-57.

E.E. Lawler III, “The Folly of Forced Ranking,” Strategy & Business 28 (2002): 28-32; and J. Pfeffer and R.I. Sutton, “Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management” (Boston: Harvard Business Press, 2006).

Photo Credit

http://www.hetwebsite.net/het/profiles/webb.htm