"Talent Management" is a term that can probably be found in a lot of human resources documents and talks. Interestingly, the concept means different things to the various areas that make up the organization. Some label their specialized HR systems as "talent management", while others use it as a general term that encompasses a series of initiatives and activities within the human capital framework. Depending on the organizational maturity of the companies, talent management will be an important factor for success or a simple term in a presentation or management meeting. If the concept is truly a strategy card for the organization, then the implementation of a superior strategy is needed.Obtaining superior results is based on having a wide-ranging plan, in which strategic components of the business, administration and operation are integrated.
Workers, employees, staff, collaborators, salaried employees, human resources, human capital, are some of the terms that are used to designate the people who work in companies. Today more and more people are replacing these concepts with "talent." This reflects the changes that have been seen in the market and, therefore, in the Human Resources paradigms. Talent management is not about focusing on hiring for an open position, but about attracting the right person for the right position, who has to be comprehensively managed, trained and developed to maximize their performance.
Therefore, Talent Management can be defined as activities related to attracting, hiring, training, developing, retaining and managing people in the organization in order to maximize organizational performance.
By defining what it is and what it is not, you have a parameter to determine whether an activity or process is critical to driving human performance. The basic components are:
- Strategic Workforce Planning Talent Acquisition Employee Development Performance Management Succession Planning
Strategic planning of the workforce
This is the first stage and it answers two questions, "What are the needs and objectives of our organization?" and "What does it take to achieve them?" Organizations must first determine the desired end result, based on this, define the chain of processes necessary to achieve them and, this is where the workforce intervenes. During this stage, the organization determines the "talent gap" and takes actions to reduce it as much as possible.
Undoubtedly, in the strategic planning of the workforce, the organization will find that it needs key people. Those people may or may not be within the organization.
Talent Acquisition
In this stage, specialists execute processes of design of job descriptions and profiles, search, evaluation, selection, hiring and integration of personnel, taking into account the global strategy of the company, the characteristics of the area to be staffed and the factors internal and external environment.
Employee Development
This stage refers to the question, "Is the organization willing to prepare staff to deliver the results it expects?" Organizations must understand the individual and group capacity of people and make a contrast of the skills necessary to carry out activities successfully. Based on the above, the organization requires providing employees with mentoring, coaching, specialized courses, lateral or diagonal growth, etc. that are integrated with each other under a strategic plan attached to the business.
Performance management
It answers the question, "Does the person generate the results the organization needs?" To answer the question, the organization needs to carry out objective and well-structured 360o performance evaluations, the results of which lead to decision-making for areas, groups and individuals and impact the organization to improve internally in a methodological and progressive way.
Succession planning
In this last stage, the organization must proactively identify key people, develop a strategy about their possible future in the organization and define what actions to take in the event of their temporary or permanent absence.
Finally, a talent management program systematically defines the strategic and tactical roles of people, contrasting the needs of the organization and its objectives in the short, medium and long term. Companies need to observe this topic in a comprehensive but not departmental way, and it requires being part of the culture rather than a human resources program.
