TALENT PLANNING
How is that possible? Is human resource not persistent enough? Does line management have other priorities? Do we find talent management only necessary for the top of the company?
A simple explanation is that a lack of talent management in an organization does not cause the same acute pain as accounting scandals or falling sales and management doesn’t score as with the introduction of a new product. And that is short-sighted!
TALENT PLANNING
If an organization does not give priority to talent management at a strategic level, the organizations will at some point be confronted with an exhausted source of successors, and employees with outdated knowledge and skills.
All things considered, it is therefore important to work on talent management, because talent management belongs to everyone. Talent management focuses on the optimal deployment and development of all employees from across the organization, in line with the strategic goals of that organization
The successful programs have in common that it is not a “stand-alone” activity of the HR department, but a broad-based initiative that is embedded throughout the organization.
The instruments can be implemented after the mobilization and enthusiasm of the entire organization.
The gap analysis is an instrument used to determine the needs and this analysis helps to reveal the differences between the existing and required skill level, as well as to identify the best strategies to close or reduce the gap.
The outcome of the gap analyzes is also called talent planning. This provides a basis on which to build and connect with critical management processes such as hiring, succession management, leadership development and performance management
When the organization acknowledges that everyone has a role to play in the talent management process, the next step is to bring this process to life. Effective talent management is more than offering a number of available tools such as competence management, 360-degree feedback and online training. It is a carefully thought out cycle that is tailor-made for the organization. Moreover, it must contribute to the productivity and effectiveness of the company, so that the strategic objectives can be achieved.
Newer generations in particular no longer seek the challenges in their work solely in financial compensation. Creating social value is more important, just like your own level of development. The challenge here is that the four different generations that are currently identified (baby boomers, generation X, Y and Z) fulfill this in different ways.
It increases the retention of talent at multiple levels, develops a qualitative pool of talents that can move on and reduces the risks of losing key talent. Furthermore, it makes the organization more competitive and ensures that the right people are in the right place. A nice side effect is that it supports employees to plan their careers and asperities and brings more opportunities for employees.
Work on talent management
All things considered, it is therefore important to work on talent management, because talent management belongs to everyone. It starts with a good vision of talent management that is dependent on the strategy of the organization.
The instruments can be implemented after the mobilization and enthusiasm of the entire organization. However, the success of the implementation stands or falls with the deepening that managers can bring to the conversations with their employees. They! are part of the “soft” factor of leadership: genuine interest, serving as a manager and seeking connection.
After all, if you want something to grow, you have to give it attention.
Intertrade can support you with your talentmanagement.
