Description
It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the driving seat. One who possesses it dictates. Not he who pays for it.
How to Manage the TALENT?
It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the
driving seat. One who possesses it dictates. Not he who pays for it. It is the demand of the time
that business leaders elevate management of talent to a burning corporate priority. It is not a
walk in the park for the talent market. Quality people are no longer available in plenty, easily
replaceable and relatively inexpensive.
These are some of the measures that should be taken into account to hire and retain talent in the
organization, to be efficient and competitive in this highly competitive world: -
Hire the Right People:
Proper care must be taken while hiring the people itself. It would be beneficial for an
organization to recruit young people and nurture them, than to substitute by hiring from other
organizations. Questions to be asked at this stage are: Whether the person has the requisite skills
needed for the job? Whether the person's values and goals match with those of organizations? In
short, care must be taken to fit the right person to the right job.
Keep the Promises:
Good talent cannot be motivated by fake platitudes, half-truths and broken promises.
Unfulfilled expectations can breed dissatisfaction among the employees and make them either
leave the organization or work below their productive level. Promises made during the hiring
stage must be kept to build loyalty among the employees, so that they are satisfied and work to
their fullest capability.
Good Working Environment:
It has to be accepted by the organizations that highly talented persons make their own rules.
They have to be provided with a democratic and a stimulating work environment. The
organizational rules must be flexible enough to provide them with freedom to carry out their part
of task to their liking, as long as the task is achieved. Opportunities should also be provided to
the employees to achieve their personal goals.
Recognition of Merit:
It is highly motivating for any person if his talent is recognized and is suitably rewarded.
One way is providing them with salary commensurate with their performance. Promotions and
incentives based on performance are another way of doing it. Another way is by providing them
with challenging projects. This will achieve two objectives - it makes employee feel that he is
considered important (a highly motivating factor) and gets the work done in an efficient manner
and brings out the best in the employee.
Providing Learning Opportunities:
Employees must be provided with continuous learning opportunities on and off work field
through management development programs and distance learning programs. This will also
benefit the organization in the form of highly talented workforce.
Shielding from High Work Pressure:
If an organization has to make the most of the available talent, they should be provided
with adequate time to relax, so that they can did-stress themselves. It is very important to provide
them with holidays and all-expenses-paid trips, so that they can come back refreshed to work and
with increased energy. They must also be encouraged to pursue their interests which are also a
good way of reducing work environment stress. Recreation clubs, entertain programs, fun
activities with in the work area will also reduce the work life stress of the employees and develop
camaraderie among the workers and result in a good working environment.
TALENT & PERFORMANCE
Organizations provide individuals the opportunity and space for physically manifesting their
talent into performance for achieving individual and organizational vision. Talent manifests into
performance as follows:
Talent
+
Vision/Mission/Strategy
+
Skills & Competencies
+
Role & structure
+
Opportunity
+
Thus the domain of talent management focuses not only on development of individual’s
intrinsic capacities, but also on culture building and change management to provide the other
elements listed above for manifestation of talent into performance.
The New HR Mission and Talent Management Processes
Many challenging workforce issues confront HR, including:
? Heightened competition for skilled workers.
? Impending retirement of the baby boomers.
? Low levels of employee engagement.
? Acknowledgement of the high cost of turnover.
? Arduous demands of managing global workforces.
? Importance of succession planning.
? Off shoring and outsourcing trends.
This requires new thinking and a new mission to achieve business success. These factors—
coupled with the need to align people directly with corporate goals—are forcing HR to evolve
from policy creation, cost reduction, process efficiency, and risk management to driving a new
talent mindset in the organization.
One important distinction is the evolution of the difference between tactical HR and strategic
talent management. Transactional HR activities are administrative overhead. Talent
management is a continuous process that delivers the optimal workforce for your business.
In this new model—instead of being the owners of processes, forms, and compliance—HR
becomes the strategic enabler of talent management processes that empower managers and
employees while creating business value.
With this view, talent management may be defined as the implementation of integrated
strategies or systems designed to improve processes for recruiting, developing and retaining
people with the required skills and aptitude to meet current and future organizational needs.
Anecdotally, talent management is often defined as performance management, incentive
compensation, or talent acquisition. Talent management is also often confused with leadership
development. Although leadership development is a crucial function of your organization,
focusing on it exclusively is a legacy of last century. Our modern service and knowledge
economies in the talent age require a broad and holistic view. A high performance business
depends on a wide range of talent.
Taleo’s graphical representation emphasizes the mandate of talent management to respond to
business goals and consequently be the driver of business performance. Talent management is
depicted as a circular—not a linear—set of activities.
doc_511010882.docx
It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the driving seat. One who possesses it dictates. Not he who pays for it.
How to Manage the TALENT?
It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the
driving seat. One who possesses it dictates. Not he who pays for it. It is the demand of the time
that business leaders elevate management of talent to a burning corporate priority. It is not a
walk in the park for the talent market. Quality people are no longer available in plenty, easily
replaceable and relatively inexpensive.
These are some of the measures that should be taken into account to hire and retain talent in the
organization, to be efficient and competitive in this highly competitive world: -
Hire the Right People:
Proper care must be taken while hiring the people itself. It would be beneficial for an
organization to recruit young people and nurture them, than to substitute by hiring from other
organizations. Questions to be asked at this stage are: Whether the person has the requisite skills
needed for the job? Whether the person's values and goals match with those of organizations? In
short, care must be taken to fit the right person to the right job.
Keep the Promises:
Good talent cannot be motivated by fake platitudes, half-truths and broken promises.
Unfulfilled expectations can breed dissatisfaction among the employees and make them either
leave the organization or work below their productive level. Promises made during the hiring
stage must be kept to build loyalty among the employees, so that they are satisfied and work to
their fullest capability.
Good Working Environment:
It has to be accepted by the organizations that highly talented persons make their own rules.
They have to be provided with a democratic and a stimulating work environment. The
organizational rules must be flexible enough to provide them with freedom to carry out their part
of task to their liking, as long as the task is achieved. Opportunities should also be provided to
the employees to achieve their personal goals.
Recognition of Merit:
It is highly motivating for any person if his talent is recognized and is suitably rewarded.
One way is providing them with salary commensurate with their performance. Promotions and
incentives based on performance are another way of doing it. Another way is by providing them
with challenging projects. This will achieve two objectives - it makes employee feel that he is
considered important (a highly motivating factor) and gets the work done in an efficient manner
and brings out the best in the employee.
Providing Learning Opportunities:
Employees must be provided with continuous learning opportunities on and off work field
through management development programs and distance learning programs. This will also
benefit the organization in the form of highly talented workforce.
Shielding from High Work Pressure:
If an organization has to make the most of the available talent, they should be provided
with adequate time to relax, so that they can did-stress themselves. It is very important to provide
them with holidays and all-expenses-paid trips, so that they can come back refreshed to work and
with increased energy. They must also be encouraged to pursue their interests which are also a
good way of reducing work environment stress. Recreation clubs, entertain programs, fun
activities with in the work area will also reduce the work life stress of the employees and develop
camaraderie among the workers and result in a good working environment.
TALENT & PERFORMANCE
Organizations provide individuals the opportunity and space for physically manifesting their
talent into performance for achieving individual and organizational vision. Talent manifests into
performance as follows:
Talent
+
Vision/Mission/Strategy
+
Skills & Competencies
+
Role & structure
+
Opportunity
+
Thus the domain of talent management focuses not only on development of individual’s
intrinsic capacities, but also on culture building and change management to provide the other
elements listed above for manifestation of talent into performance.
The New HR Mission and Talent Management Processes
Many challenging workforce issues confront HR, including:
? Heightened competition for skilled workers.
? Impending retirement of the baby boomers.
? Low levels of employee engagement.
? Acknowledgement of the high cost of turnover.
? Arduous demands of managing global workforces.
? Importance of succession planning.
? Off shoring and outsourcing trends.
This requires new thinking and a new mission to achieve business success. These factors—
coupled with the need to align people directly with corporate goals—are forcing HR to evolve
from policy creation, cost reduction, process efficiency, and risk management to driving a new
talent mindset in the organization.
One important distinction is the evolution of the difference between tactical HR and strategic
talent management. Transactional HR activities are administrative overhead. Talent
management is a continuous process that delivers the optimal workforce for your business.
In this new model—instead of being the owners of processes, forms, and compliance—HR
becomes the strategic enabler of talent management processes that empower managers and
employees while creating business value.
With this view, talent management may be defined as the implementation of integrated
strategies or systems designed to improve processes for recruiting, developing and retaining
people with the required skills and aptitude to meet current and future organizational needs.
Anecdotally, talent management is often defined as performance management, incentive
compensation, or talent acquisition. Talent management is also often confused with leadership
development. Although leadership development is a crucial function of your organization,
focusing on it exclusively is a legacy of last century. Our modern service and knowledge
economies in the talent age require a broad and holistic view. A high performance business
depends on a wide range of talent.
Taleo’s graphical representation emphasizes the mandate of talent management to respond to
business goals and consequently be the driver of business performance. Talent management is
depicted as a circular—not a linear—set of activities.
doc_511010882.docx