Talent management has once again risen to the top of the priority list for HR and CEOs alike. There are two reasons for this: one is that we still have talent shortages, especially for senior leadership roles so it is crucial to grow our own: the second is that in times of turmoil, it is vital to reduce staff turnover. People leaving merely adds to the turmoil of change and holds back business development.
I advocate a talent management strategy that should be published widely in the organization to clarify expectations, and guide practice. Start by considering these questions, which will inform your strategy.
- Does the organization wish to nurture talent, or will the preference be to recruit in for new skills when these are needed?
- Will people be expected to self-manage their careers, or will the organization set out career paths?
- What happens when people want career development? Must they seek this outside the organization?
- How will talent be identified?
- In times of restructure, how will people be matched to roles?
- How can people find out who in the organization they can collaborate with, or seek ideas from, or exchange of information?
- What development and support is available to help people to help them keep up with the changes ahead?
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17 October 2017
©Copyright Janice Caplan 2017