Practice 1 of an Effective Talent Management Strategy illustrates how to select areas of focus aligned with business and talent management drivers.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Effective Talent Management Strategy: Adapting Practices and PlansWowledge
Practice 4 of an Effective Talent Management Strategy illustrates how to adapt practices and create plans to implement or improve talent management programs.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Effective Talent Management Strategy: Defining Priorities and RoadmapsWowledge
Practice 3 of an Effective Talent Management Strategy illustrates how to define priorities and a talent management programs’ roadmap to achieve an upgraded state.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Effective Talent Management Strategy: Assessing Needs and AspirationsWowledge
Practice 2 of an Effective Talent Management Strategy illustrates how to assess talent management needs and aspirations to establish best practices to target.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Effective Talent Management Strategy: Adapting Practices and PlansWowledge
Practice 4 of an Effective Talent Management Strategy illustrates how to adapt practices and create plans to implement or improve talent management programs.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Effective Talent Management Strategy: Defining Priorities and RoadmapsWowledge
Practice 3 of an Effective Talent Management Strategy illustrates how to define priorities and a talent management programs’ roadmap to achieve an upgraded state.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Effective Talent Management Strategy: Assessing Needs and AspirationsWowledge
Practice 2 of an Effective Talent Management Strategy illustrates how to assess talent management needs and aspirations to establish best practices to target.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Chapter 8 : Introduction to the Different Functional Areas of Management Christine Joy Pilapil
Chapter 8 : Introduction to the Different Functional Areas of Management : Human Resource Management, Marketing Management, operations Management, Financial Management, Material & Procurement Management, Office Management and Information & Communication Technology Management
The definition of talent management is the meticulously planned, strategic process of bringing on the right personnel and assisting them in reaching their full potential while keeping organizational objectives in mind.
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxbartholomeocoombs
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxcravennichole326
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes ...
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
Chapter 8 : Introduction to the Different Functional Areas of Management Christine Joy Pilapil
Chapter 8 : Introduction to the Different Functional Areas of Management : Human Resource Management, Marketing Management, operations Management, Financial Management, Material & Procurement Management, Office Management and Information & Communication Technology Management
The definition of talent management is the meticulously planned, strategic process of bringing on the right personnel and assisting them in reaching their full potential while keeping organizational objectives in mind.
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxbartholomeocoombs
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxcravennichole326
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes ...
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
3. As a company de
fi
nes its business strategy, each
function must align its objectives and actions to
support its strategic goals. Talent management
strategy is a key process that the HR function follows
to accomplish this directive by identifying priorities
and setting up plans to advance talent management
practices. It is directly enabling corporate strategy. It is
a compass to decide how to design and prioritize
talent management and other HR programs, services,
and policies and guide how they should mature over
time.
This process follows a periodic cycle, typically
conducted on an annual basis, where the HR team
analyzes current and future business and organizational
needs, reviews its talent management programs and
practices to assess if they respond adequately to those
needs, and identi
fi
es adjustments.
Whatitis
3
These improvements may enhance the effectiveness
and ef
fi
ciency of services provided in response to
regulatory, operational, technological, or employee
experience opportunity areas.
Talent management strategy is different from “Talent
Strategy”, which includes looking into business
requirements in terms of the capabilities required by
the organization, the ways to access them in the
market, and their development, maintenance, and
retention. It is also distinct from “HR Strategy”, which
focuses on de
fi
ning how to organize and operate the
HR function, as well as determining what processes,
policies, and services will be part of it at any given
stage.
4. Talent management strategy is useful for prioritizing
time and investment decisions on the most important
initiatives for the organization, not only the most
urgent. It is an overarching plan that encompasses all
talent management areas, helping align the HR agenda
with the business strategy.
It allows HR teams and key stakeholders across the
business to collaborate and agree on main objectives
and a roadmap of improvement initiatives.
The scope typically comprises programs supporting
the worker life cycle, which involves attracting,
accessing, engaging, managing, augmenting,
developing, and transitioning talent. Nevertheless, the
process creates the opportunity to holistically review
other areas driven by HR to evaluate and improve.
Whyuseit
4
5. Selecting areas of focus
aligned with business and
talent management drivers.
PRACTICE
GUIDE L1
Progression
6. Companies of all sizes need to prioritize their efforts
to focus on the areas that will provide the highest
impact on achieving their business objectives and the
greatest contribution to enhancing the work
experience and engagement of their key talent.
Accomplishing this requires dedicating time to review
the business strategy and organizational needs to
make a deliberate plan that might include creating
new or improving current HR programs.
Howitworks
6
This process uses inputs from across the organization
to discover critical needs. It should incorporate both
quantitative and qualitative data, including information
related to business objectives, organizational plans,
and the performance of current HR services available
to employees, its functions (i.e., HR Business Partners),
and operational ef
fi
ciencies by conducting the
following types of activities:
-Reviewing the business strategy from the top to
provide visibility into the way HR programs should
support growth, new approaches to the market, or
upcoming business lines, products, and services.
-Interviewing internal customers to gather their
views and expectations on how HR is supporting
their needs and how important it is to improve on
any of the people programs currently in place.
Review the business strategy and
organizational needs
Companies of all sizes need to prioritize their efforts
to focus on the areas that will provide the highest
impact on achieving their business objectives and the
greatest contribution to enhancing the work
experience and engagement of their key talent.
7. -Analyzing HR programs, KPIs and processes
indicators (e.g., time-to-fill open positions,
training satisfaction and impact, or voluntary
turnover) to evaluate the effectiveness of current
HR practices.
-Reviewing employee feedback (e.g., engagement
and satisfaction surveys, employee net promoter
score, learning and development needs) and exit
interview data to help identify problem aspects in
the employee experience.
-Considering transformation projects that are
ongoing or in the pipeline, including regulatory
and IT changes to contemplate implications and
supporting HR programs that might be needed.
-Evaluating trends on new technologies, ways of
working, societal and economic changes to
preview potential disruptors resulting in new or
modifications to talent initiatives.
7
Withtheanalysisandconclusionsfromthisdata,therewill
be enhanced visibility on the specifics of the organization’s
immediate and long-term talent management needs.
There will also be an increased awareness of the
importanceofimprovinganyparticularHRprogram.
Align on relevant business and
organizational value drivers
Differentiating the relative importance of all potential
areas of focus for HR should be based on their level of
contribution to the most critical business and
organizational value drivers. Some value drivers commonly
considered for assessing areas of focus against are:
a. Support of Business Strategy or Transformation –
To what degree a particular HR program might help
achieve short and midterm business objectives. For
example, if a specific transformation initiative will
require the reskilling of a workforce segment, then
learning and development might be heavily weighted.
8. b. Enable Future Business Growth – For an
organization focused on growth, it will be critical to
maintain and improve its workforce planning,
recruiting, career development, and organizational
design capabilities, to name a few. In other cases, if the
need is to expand new products or services, then the
emphasis might be placed on other types of programs.
c. Improvement Importance – Based on the inputs
previously collected, it might be evident that the
company lacks or urgently needs to improve a specific
type of talent program to improve its ability to attract,
engage, or retain top talent. It is important to especially
consider the inputs from internal customer interviews
and ongoing understanding of organizational needs.
d. Impact on Employee Branding, Experience, and
Culture – Depending on the type of company, industry,
and sophistication of certain programs, among other
factors, some HR programs might help more
signi
fi
cantly move the needle in the employee value
proposition (EVP), key moments in the worker journey,
or creating cultural alignment.
8
e. Foundational, as the Basis for Other Programs –
There are cases when based on the company or talent
strategy, particular HR programs might be required
before others can be implemented. Some examples
might be the need for performance management
processes to guide learning and development efforts
or a competency model to appropriately de
fi
ne a
succession management framework.
The list of value drivers can be modi
fi
ed to use
different or more speci
fi
c objectives based on the
business strategy. De
fi
ning these value drivers in
collaboration with top leadership is advisable.
Additionally, it is best to choose no more than
fi
ve
value drivers for the subsequent assessment of areas
of focus.
9. Evaluating potential HR programs against the business and
organizational drivers ensures the most impactful are
targeted. This can be accomplished using the “Focus Areas
Assessment&SelectionTool”whereprogramsareratedacross
valuedrivers,withprogramsshowingthehighesttotalscores
tobeconsideredasthemostcriticalatthetime.
The number of HR programs to initially consider and
evaluate can be vast*. They can also vary depending on
the size, the level of sophistication, and the
geographical reach of a company. A good starting list
with some of the most relevant areas includes:
Essential Talent Management Programs
-Workforce Planning
-Diversity, Equity, & Inclusion
-Recruiting Strategy & Sourcing
-Leadership Development
-Learning & Development
-Career Development
-Performance Management
-Succession Management
9
Support Programs
-Organizational Design
-Change Management
-HR Strategy
-HR Metrics & Reporting
-Critical Workforce Segmentation
-Talent Strategy
-Coaching & Mentoring
The ultimate objective of this exercise is to prioritize a
select number of HR programs as primaryandsecondary
areas of focus reflecting the highest level of contribution
to business and organizational drivers. The programs that
didn’t score high on the list can be re-assessed in a
subsequent evaluation cycle.
Improvement cycles are typically one year, but they
could expand over multiple years or be
fl
exible based
on changing conditions and objectives. Each time the
exercise is repeated in a subsequent cycle, it is likely to
yield different results since business objectives change
over time and progress on previously prioritized areas
will be achieved during the period.
Select highest value areas to focus on
*Visit Wowledge’s catalog of topics.
10.
11. Wowledge is the expert-driven platform for lean
teams building modern HR programs. Members
enjoy access to up-to-date best practices, step-
by-step guides, tools, templates, and insights to
accelerate the design and implementation of all
key HR programs and processes.
Since each organization has unique characteristics,
needs, and aspirations, Wowledge's practices are
developed utilizing an exclusive stage-based
approach – from Core to Advanced to Emerging
– that reflects distinct levels of sophistication to
meet our members where they are.
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