𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫
Work, Workers, and Organisations are changing in significant ways, and at an ever increasing rate, and there is every reason to believe that both the degree and the rate of change will continue to increase, most of these changes have significant and profound implications for how talent should be managed.
𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐭𝐡𝐞 𝐓𝐚𝐥𝐞𝐧𝐭
The systematic identification of key positions which deferentially contribute to the organisation’s sustainable competitive advantage, the development of a talent pool high - potential and high-Performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents, and to ensure their continued commitment to the organisations.
A Practices Approach Focused on the Presence of key HR practices
A People Approach Focused on the Categorization of People
Strategic Pools Approach Reframing Succession around Talent Pools and Talent
Supply Chains
A Position Approach Focus on the identification of Key Positions
“A Performance – Driven Version of Talent Management is Very Common in Talent Management Process”
The Process through which Organisation Anticipate and meet their needs for Talent in Strategic Jobs.
𝐀𝐁𝐂 𝐧𝐨𝐭𝐢𝐨𝐧 𝐨𝐟 𝐓𝐚𝐥𝐞𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭
Jack Welch’s vitality curve, where these are really good performers [the ‘A’ Players], really poor performers [the ‘C’ Players] and most struck in an average category [the ‘B’ Players] implicit in this notion is the idea that performance is dispositional, so that the goal is to hire ‘A’ Players and get rid of the ‘C’ Players. The entire field of management, however, is dedicated to the proposition that performance is not entirely dispositional, but also product of context, especially of Management Practices.
Talent Management as the process through which organisations meet their needs for Talent Management as the process through which organisation meet their needs for Talent in strategic Jobs [Talent as those individuals who are currently or have the potential to contribute differentially to firm performance by occupying strategic jobs as those jobs in which exemplary individual performance contributes to a firm’s competitive advantage.]
𝐓𝐡𝐞 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐌𝐚𝐧 𝐌𝐨𝐝𝐞𝐥 𝐨𝐟 𝐓𝐚𝐥𝐞𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭
This model was designed to provide a steady supply of internal talent capable of filling strategic jobs, which still consisted almost entirely managerial and executive jobs. In this model, the companies developed their own talent pools, with the goal of creating a sufficient supply of internal Talent to fill senior [Strategic] jobs well into the future.
Companies developed and made substantial investments in identifying individuals with the potentials to become executives including the use of psychological, vocational, and intelligence testing. Careers and career planning unfolded within all large corporations, with internal advancement in training regular movements within the firm to provide development Opportunities.
𝐓𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐓𝐚𝐥𝐞𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭
The challenges associated with managing human capital are the top of the list of concerns for organisational leaders around the world. The conference Board surveyed more than 600 global CEOs and asked them to select the top challenges facing their companies in the coming years from the list of twenty two challenges including issues as diverse as slow-ing economy growth in emerging markets, income inequality, growing trade protectionism, increasing global competition, and political instability, the respondents identified developing ‘next –gen’ leaders and the failure to attract and retain top Talents as their top ranked issues related to human capitals as their top global business challenges every year. Yet the sometime, good data that describe the actual practices of companies are extremely difficult to find, and so we are left with drawing inferences from source of information that are indirect to learn what is really happening in Talent Management.
The response in this situation has been asking the Government to help them solve Talent – Management challenges that employees face. That response comes in two forms. The first, which is prominent in many developed countries, is to ask the government to open up immigration from the other countries.
Another way to think about this is to extend the Poaching model to other countries. Not surprisingly for this model is the preferred solution for many businesses groups, and they have led the lobbying campaigns to increase immigration of permanent or, especially in the united states, temporary employment of foreign workers from lower-wage countries. In the United States, this move has been especially prominent in the prominent in the Information-Technology sector, where new college graduates can often contribute immediately.
The second response is through the post secondary education system, pressing Government – Supported Colleges to Increase the number of graduates in STEM fields, which include the engineering and IT fields, where new graduates can most easily contribute without training. To that extent these campaigns succeed in increasing the supply of candidates when employees want to hire, they obviously undermine traditional models of Talent Management, at least for positions where it is possible for new hires to contribute quickly.
The middle – term future of Talent management is likely to be dominated by three important challenges. The first is whether employers will reengage in the development of Talent. The Second challenge is whether the internal mobility of Talent will become more purposeful. The final question is whether employers will integrate in any systematic way the growing use of outsourcing and non-employee labor into their regular Talent – Management Thinking
𝐏𝐚𝐫𝐞𝐧𝐭𝐡𝐞𝐭𝐢𝐜𝐚𝐥 𝐑𝐞𝐦𝐚𝐫𝐤𝐬
Talent Management in the middle of the 2010 is looks quite different than it did generation ago and it is a fair that looks different again ten years. The hope for those who take the mission of Talent Management Seriously is that it will be more purposeful and evidence – based than it has evolved to be now.
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