Posted by Paul Daley - Director, HR Consulting
talent management
Posted on January 29th, 2010 at 9:31 am
Social Links
Talent Management trends for 2010
At one of our recent think tank events we discussed four talent management trends to look out for in 2010. In no particular order….
Talent Management technology
After a slow start, we’re starting to see working technology that can support and drive talent decisions. By providing integrated HR data analytics about all aspects of the employee lifecycle, organisations are on the cusp of gaining a clear picture on their people capability, the gaps and risks; at a global level.
Succession management: role to capability
The ‘traditional’ approach to succession management (of linking ‘potential’ to leadership roles) is becoming less relevant in dynamic organisations. Instead, HR professionals are focussing on understanding the future people capabilities before loosely aligning ‘pots’ of talent against those future requirements.
Linking Internal and external talent
Leading organisations were increasingly seeking to build relationships with external talent and capture this pool as an explicit source of succession for key roles. ‘Home grown’ increasingly looks more like ‘industry grown’.
Linking Talent Management Interventions to outcomes
The ROI from talent management continues to be a major focus for organisations. Conventional belief that effective talent management interventions lead to improved business outcomes is coming under challenge. Businesses are increasingly looking to quantify how inputs link to tangible results.
I would be interested to understand if you are seeing the same trends.
Comments
Leave a Reply
Recent Posts
- Talent Intelligence, the new era of talent management
- Around the World in 7 Days
- Come and Discuss Two Key Resourcing Challenges for 2010
- Are you going to have an “identified patient”?
- Gender Diversity – what’s the problem?
Categories
- emerging talent (3)
- employer brand (6)
- gender diversity (1)
- global resourcing (2)
- Leadership (5)
- people management (3)
- recruitment process outsourcing (2)
- Resourcing capability (1)
- social media (1)
- strategic planning (4)
- talent management (13)
- talent retention (3)
- talent succession (2)
- Workplace Training (1)
Yes I agree that Talent Management technology is now more useful in helping organisations to integrate information about talented people and also in helping with the solutions which enable these people to develop their skills and expertise. We now have wonderful psychometric tools which not only identify behavioural preferences, strengths and development needs but also give input to development plans on which areas to further develop (including strengths) with recommendations on HOW to develop those areas. With the new technology available we are able to run assessment centres combining a range of tools and instruments, uploading video role plays and telephone interview evidence to help with assessment and development of Talent. This means we are now able to consistently assess global talent without ever having to put the talent in the same assessment room.
We have always worked with clients to identify future business/market needs, the competencies required to succeed. Then worked with them to assess the future people capabilities before loosely aligning ‘pots’ of talent against those future requirements, so I don’t really believe that’s anything new.
Linking Talent Management Interventions to outcomes
We find those organisations who succeed in matching the potential to the roles and business needs appear to be those who invest in specific development activities such as leadership training for all middle and senior managers. The bottom line results however appear to be much more evident when organisations invest in targeted one to one coaching to help talent develop, particularly when they are promoted or moved to a more challenging role. The evidence of success hitting the day to day performance of individuals and bottom line results is extremely strong. In fact it’s so successful that we have managers coming back and asking their talent to get even more coaching, such is the dramatic impact individuals have made as a result of the initial coaching experience.
Cheaper solutions for real lasting impact include the development of a world class mentoring process, where mentors and mentees are trained to get the most from the relationship. This is a huge help to internal talent and to new external hires. We have also found this to be a significant lever in addressing diversity issues where organisations need a more diverse senior team (eg. where insufficient women or BME’s for instance are given the opportunity to grow into senior roles.) As rapport and trust are so critical to the success of a mentoring relationship, it is essential that mentors and mentees are properly trained and that the matching process is done effectively (not by the senior team and not by HR)but where the mentee chooses their ideal mentor.
Happy to advise or assist of anyone wants to email.
On the technology front – we are also getting much better at being able to quantify the ongoing overhead to maintain this data. A technology tool is not a silver bullet! But I agree with you both – technology has moved well beyond ‘managing process’ to providing real intelligence.
But what value is derived from that intelligence?? Thoughts/experiences??
[...] internal population to pick out the golden jewels. However, this role is changing… In an earlier post I talked about the growing trend for talent succession strategies not only to identify ‘top [...]