Talent Management is largely defined as being concerned with using
strategic Human Resource planning tools to generate business
capabilities, to ensure the organization has experienced and skilled
employees required to achieve a sustained competitive advantage. It is
important for organizations to first establish what they define as talent,
who they regard as talented and what the background for such individuals
may contain. Each organization will have their own definitions for talent,
but regardless of the sector concerned, talent is arguably concerned with
individuals who contribute to organizational performance or those who in
the longer term have the highest levels of potential. Talent management
although a sub domain of Human Resource Management, is an essential
function in its own right, the system consists of the systematic attraction,
identification, engagement, retention and development of those
individuals who the organization views as having high potential for the
future or they are currently accomplishing an operation-critical role.
TALENT MANAGEMENT IS BECOMING MISSION CRITICAL
More and more leaders are coming to realize that building a strong pool
of talent is central to their company’s success. And more and more, they
are coming to realize that they have a critical role to play in making that
happen. Nothing less than the company’s fortunes is at stake: For the next
two decades at least, a company’s ability to attract, develop, excite and
retain talent will be a major competitive advantage.
One of the reasons companies manage talent so poorly is that many
leaders don’t realize that they are the ones with their hands on the talent-
building levers. After all, they make the hiring and firing decisions, create
the working environment, decide appointments to vacant positions,
evaluate performance, and provide feedback and coaching. But all too
often, they think that building the talent pool is the job of HR. Many
believe that dealing with people issues is a distraction from what’s really
important—managing the business. In fact, only 18 percent of the
respondents in our research strongly agree that senior executives view
talent management as an important part of their job.
Talent management is a learnable skill. It isn’t just about having good
instincts about people, nor is it about being an outgoing, friendly people
person. Every leader can and should learn how to manage talent
effectively, just as he or she learned how to manage strategic planning or
new product development. In this article, we will describe what leaders at
all levels should do to strengthen their organization’s talent pool and, in
the process, become more effective leaders themselves.
In Phoenix, We Develop a robust HR function and strategy to support the
organizational strategy through people. Set HR vision, mission and
strategic objectives to develop HR scorecard with all initiatives and KPIs.
Upon our analytics we put a totally planned structured strategy to change
management. We Identify the process of aligning the organization's
people and culture with changes in business strategy, organization
structure, system and process.