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Talent Management Tips
24 Jul 2020
Talent management is essential in ensuring business performance and employee engagement, but do you have the right people in the right seats within your organisation or are individuals even on the right bus?
The right employees within your organisation will have the flexibility to adapt to ever-changing circumstances, whilst their presence and effect upon the employee brand will naturally help to attract like-minded people to the business. The right people within the organisation will also be motivated to carry out great work and show discretionary efforts that will help to separate you from your competitors.
However, if you have the wrong people and talent within your organisation, then no matter how much effort you put into managing and developing these people, your efforts and time will be wasted.
How to define and identify talent
Talent is defined as the ability and capability to perform tasks to a positive standard, whilst talent management is defined as the attraction, development and retention of individuals who are key to the success of the organisation.
To be effective Talent Management plans should define and identify what talent organisations have or need in the future in line with their vision and strategic goals, whilst being receptive to the fact that the definition of talent is ‘situation-specific’ to each organisation and team. Through the use of job profiles and competency frameworks definitions of talent can be formed, whilst tools such as 360 feedback and aptitude testing can help map the talent of individuals and form the basis for effective succession planning.
Attract and engage the right employees
Once the definition of talent has been created, the organisation should look to attract and engage the appropriate talent, develop and grow the identified talent, and inspire individuals to succeed and maximise their potential.
In order to attract and recruit the best talent organisations need to understand the behavioural DNA of the best talent already within their organisation and specific roles, whilst ensuring that the employer brand is an attractive proposition for applicants. However, in recruitment organisations need to be receptive of the values and behaviours they need to recruit by in order for people to become the best they can be with their organisation, whilst being appreciative of the motivational factors that drive an applicant’s performance and desire for development.
Develop, re-energise and retain good staff
Once individual development plans have been created or development goals reached, organisations must hold honest career discussions and provide new challenges for individuals to further develop, enabling organisations to re-energise and retain their top talent. To aid this, organisations should seek to address underperformance and ‘lone wolves’ in a timely manner that causes a minimal effect to the organisation and individuals. The importance of line managers in being able to effectively manage performance, raise morale, address scepticism, and mentor individuals to overcome development obstacles cannot be understated.
In order to further support the retention of talent organisations must ensure they have a great place to work. Credibility in communicating and listening to employee ideas and thoughts, and by demonstrating a commitment to individuals through actions and fulfilment of promises helps employees to feel valued. By ensuring employees understand how their work relates to organisational goals, whilst portraying respect, fairness, shared values and the opportunity to perform and develop, alongside the freedom to act with autonomy, organisations can create an environment for engaged individuals to thrive.
Review, Learn and Adapt your talent management
To ensure that Talent Management is continually successful, organisations must review their plans alongside changing circumstances, whilst learning and adapting from experience and that of other organisations and competitors. Organisational cultures of empowerment, opportunities and shared values also help individuals to develop, whilst the ability of leaders to guide, listen and develop employee trust through consistent role-modelling of behaviours, will also help to ensure the organisation maintain talent management programmes that are relevant to their changing workforce.
Organisations must furthermore be respectful that Talent Management programmes should not operate as a singular entity within the organisation, but be supported by a deep set, effective performance-enhancing systems, structures, processes and cultures that ensure the promises and potential of the organisation’s talent can come to full fruition.
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If you would like any further information, please do not hesitate to contact one of the team.
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