Due to my current role, I’ve had a pleasure to have several discussions on Talent Management with individuals representing various professions, and it has crystallised to me that there’re various myths and practiced realities around the topic in question. Talent Management is, in general, seen as a vague, non-graspable concept that only “HR people” seem to understand and get excited about. But in all honesty, can any CEO or manager say with bright eyes that they think this type of HR stuff doesn’t matter in business? I hope not. Here’s my version of the construct clarification.
The concept of Talent Management is all about people. It includes the whole cycle of individual’s employment in an organisation or more widely Your entire career – from the moment you decide to approach your future employer or are headhunted and invited to discuss job opportunities, to making the conscientious decision to pursue new challenges or are asked to leave the company more harshly.
Talent Management is also about employer branding, staff satisfaction surveys and all the initiatives around your learning and development throughout your career. Notably it also covers all the training your supervisor gets to become a better manager and every team building activity.
One of the trendy topics around Talent Management is currently preboarding which simply means that organisations could and should involve any newly recruited employee already prior first day at new job – an initiative that can be very easily done with relatively minor efforts but which can make a huge impact on the retention rates. All in all, war for talent is the reality even in today’s disorderly job market so why not to commit your organisation’s Talents from early on.
To better grasp the construct, I’d suggest you to ask at least these questions to realise better how Talent Management is implemented in Your organisation:
- are the recruitment profiles and assessment validations thought of in a way that the new employees match, not only the current needs, but have also potential to perform in the future?
- do you have a talent programme or successor planning considered in other ways in order to be better prepared for future strategic demands?
- are employees evaluated by quantifiable measurements which are followed up in order to pay true emphasis on learning and continuous development?
- do employees feel appreciated and committed to their work and organisation in order to be productive and effective?
- when organisational changes happen, as inevitably will at some point, will the employer brand be valued positively within both the personnel that leaves and stays?
P.S. In the spirit of supporting Finnish gaming industry, you get 1 point for each yes-answer. If scored less than 4, we are happy to help you to increase your results and by doing so, ultimately your business performance!