|
True talent management requires integrating various talent processes - from recruiting to performance management to succession planning. An integrated talent management process resembles Figure 1. In a traditional HR organization, these processes are developed and managed individually. But when these processes share information and are viewed as a whole, business managers can make better decisions to achieve their talent objectives. For example, when an engineering manager forecasts a gap in critical technical skills, he / she can look at sourcing, compensation and internal development as tools to build the capacity needed.
In addition, integrated processes enable new high-impact practices not previously possible, This is what we call "business-driven talent management." In this model, HR is not the "owner" of the talent management strategy but, rather, the craftsman and steward of the strategy - leadership must come from business executives and managers. Success ultimately depends on how well business leaders adopt and understand the talent management process.
|
