Are we late in process?



Today’s employees are far more sophisticated than previous generations of employees. They are better informed of their own market value, and they are willing to drive hard bargains with employers for their worth in skills, experience, education, training, and relationships. By and large, today’s high performers want jobs that not only meet their financial needs, but also yield the highest return, in ways that are meaningful to them, on their investment of time and talent. If they find their work unsatisfying, they’re likely to hurt productivity by becoming “disengaged.” They continually evaluate other opportunities and offers, and they are quite prepared to take their talent elsewhere if their needs and expectations aren’t met.



Talent is considered the most critical source of success in an organization and no executive will argue this point. How did it get this way? How critical is it now? How critical will it be in the future? There are several major reasons why talent is so important and will be even more critical in the future



Managing Talent is fundamentally about ensuring that the right people are positioned in the right places and utilized to the fullest potential for optimal success of the organization. Top business leaders clearly understand their talent pools. They work hard to identify the key players who have critical relationships and they work even harder to nurture and keep those key resources





Talent management is about more than just attracting and retaining talent. It is also about researching, developing, and implementing a series of human resource (HR) initiatives and looking at how these initiatives fit together to manage the talent available to a Department. Building and enhancing employee potential will not only benefit employees, it will also support the organization in meeting its goals and objectives while focusing on the provision of excellence



What is Needed for Talent Management



Organizations make decisions about talent all the time. It is important that leaders inside and outside the HR profession evolve to make more of the vital talent decisions with a deep logical connection to organizational effectiveness and strategic success. The companies that will “win” the war for talent are those that can address the unique needs and opportunities presented by our globalized economy



The most effective way to tackle talent management is to use a system approach, ensuring that the different elements and pieces of the process are working in connect to acquire integrate talent into the system



 

The war for talent does not abate and this is caused by several factors:



• Limited investment in training resources including budget and time, which results in the need for more experienced staff.



• Roles nowadays require broader skills. Managers need to balance the demands of different stakeholders, be able to manage change and ambiguity yet drive innovative improvements and cost efficiencies.



• A shortage of key skills in specialized industries.



• The need to identify how to unlock staff discretionary effort.



• ‘Generation Y' recruits who are more selective in their career choices and for whom they work.



• Changing demographics that are causing- a management and leadership vacuum.





Let’s act before we loose





Engaged people drive an organization’s results. People should know their development and progression is as important as the business itself. Without talented people, businesses will ultimately operate at the strength of their weakest links.



Implement solution which will give businesses focus, drive and assurance that the right person is in the right job. Effective talent management requires a shift in a business and manager's mindset which is supported from the top and applied consistently and continually. It is definitely not a one-off, tick-in-the-box exercise.



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