Take a holistic approach to Talent Management.
I read a really interesting article during my research for this article entitled “Why People Management is Replacing Talent Management” which focuses on the epic shift: away from talent management with a renewed focus on people management. The article was published by Bersin by Deloitte, and is a really good and informative read. View the article via the link in the digital magazine.
When looking at the role of Talent Management within the organisation, the real focus is on the core practices around ensuring the organisation has the right skills to meet their business goals. The abovementioned article moves on from this concept to the engagement and empowering of employees in the workforce with a distinct focus on issues such as:
However, in this month’s article I would like to focus on the first issue at hand, the role that a true Talent Management programme can play within the organisation and how HR can use this to better position themselves in the organisation as a true strategic and business partner.
The de facto definition of Talent Management in the market place today is: Having the right person, in the right job, at the right time, with the right skills.
When we start breaking this definition down into its various components, we can see how the various functions of HR are required to perform in an integrated fashion in order for the organisation to extract full value out of their Talent Management programme. What we also see is that the work required by HR is certainly nothing new or ground breaking, but by now being part of a bigger goal, there is a far more focused and defined approach to managing the human resources of the organisation.
Take it step by step
Having the right person This is really the focus on a number of HR functional areas that should really be seamlessly integrated in order to perform these functions in the most effective and efficient manner, viz.:
In the right job This is an area where HR can greatly assist line management in ensuring that aspects such as Job Profiling and Job Evaluation have been conducted for each position in the organisation to ensure that the requirements of the job are clearly and succinctly captured, as well as the relevant level the person would be expected to operate at.
These very components will form the basis of the recruitment and selection programmes, as well as being the yardstick to use to match against the employee’s capabilities, when identifying gaps in the employees’ skills levels. As such, this data needs to contain the relevant level of detail and accuracy.
At the right time With HR being a true strategic partner within the organisation and understanding the strategic intent of the business for the short, medium and long term, they can add immense value in assisting the organisation to build the correct skills sets to not only meet the current demands within the organisation, but also those skill sets that will be required to meet the organisation’s strategic long term goals, which could entail a reskilling of the workforce should the organisation be planning to embark on a new venture outside their current framework.
With the correct skills (training) This is really the link into the Training function of the HR department, but hopefully with a lot more focus and relevance. Training should be aimed at two primary areas for employees. The first is ensuring that the employee is equipped with the correct skills to perform the requirements of their job and the second is a longer term view of upskilling the employee to ensure they are ready to move within the organisation according to their respective succession or career path plans.
And so, in conclusion, looking at the various HR functions listed above, and breaking down the concept of Talent Management, it’s easy to see that managing talent can only become effective in an organisation if it is approached in an integrated fashion. HR can no longer split itself up into various functional areas, operating in silos, as effectively managing talent, requires a truly holistic approach.
Rob Bothma is an HR Systems Industry Specialist at NGA Africa, a non-executive director, Fellow and Vice President of the Institute of People Management and co-author of the 4th Edition of Contemporary Issues in HRM and member of the Executive Board for HR Pulse.
This article appeared in the October 2015 issue of HR Future magazine.