Five Building Blocks of an Integrated Talent Management System

What the heck is an integrated talent management?

Integrated talent management (ITM) appertains to the management of traditional HR sub- functions (recruitment and also selection, workforce planning, performance management, learning and progression, reward and recognition and succession planning) in an built-in fashion to strategically leverage talent. An integrated talent supervision strategy must be aligned with the business strategy of the large business otherwise it will add no value to the business, always remember good the strategy is. The cornerstone of an included Talent Management (ITM) System is a robust competency model of which guides talent management strategy and tactics.

There are six building blocks that make up an ITM system, i. e. School of thought of Talent Management, Talent Management Processes, Integrated Skills Management Information System, Governance Structure, and Talent Control Metrics.

1 . Talent Management Philosophy

Talent Management Beliefs refers to a collective understanding of what is “talent management” too as the school of thought (pertaining to talent management) the management party has adopted. We learn from organisational psychology that for virtually every organisational change effort to be successful, it must be supported by the top operations of the organization. It is therefore important that an acknowledgement of the complications faced by the organisation from a talent perspective, and how the entity in question intends to respond to the challenges is expressed in a protection plan statement of the organisation. The leadership of the organisation will have to agree on the guiding principles that will be applied to manage skills in the organisation.

2 . Talent Management Processes

Processes are recommended as vehicles to transform something from one form to another kind. HR Practitioners should shift their mindsets from a troje based mentality of managing HR sub-functions to a state of mind of using these functions as a vehicle to build an organisational capability to attract, engage, and retain competent and wholly commited employees. Each process functions as a means to an end without an end in itself. It is critical for owners of each process to learn the outputs of these collective processes, otherwise the benefits of a system will not be realised. The following is a brief discussion of how just about every process contributes to building this organisational capability (strategically benefiting talent).

2 . 1 Talent acquisition

The Talent Obtain Process serves as a lever to pull talent from the alternative and the internal talent pool, but it does not lose eyesight of the over-arching objectives of the collective processes (talent pay for, talent engagement, talent development and talent retention). Before everything, the Talent Acquisition Specialist (TAS) must understand the internet business strategy and translate it into talent outcomes (the quality and quantity of talent) for the short term (1 year) as well as long term (3-5 years). The next step will entail establishing should the required talent will be available (internally or externally) when it is wanted. Decisions will be made as to which talent to buy (attract and source externally) and which one to build (develop). The particular TAS will not be able to make these decisions (buy or simply build) if he/she does not understand the depth and range of internal talent and also what talent is available in the particular labour market.

If the organisation has the luxury of time and features identified potential talent to be developed, the Training and Progression Lever will be engaged to start the process of preparing the acknowledged as being talent for the future roles. In a case where a decision is enabled to buy talent for current and future roles, typically the TAS will embark on a recruitment drive to load current vacant positions and identify talent earmarked pertaining to future roles in the organisation. A talent bank shall be established where potential external candidates’ names to complete these future roles are recorded.

The TAS is definately not able to discharge their duties if they don’t have a “Workforce Plan” and don’t know what the organisation’s Employee Value Don (EVP) is. These two documents will guide the Talent Buy Strategy and the tactics to implement the strategy. Typically the outputs from this process (Talent Acquisition) will flow on the On-boarding, learning and development, and talent engagement process. The EVP commits the organisation on what value workforce will gain from working for the organisation, hence it is actually incumbent on the TAS and other role players like TIME Business Partners, HR administrators, Line Management, Learning along with Development Practioners, and Compensation and Benefits Practitioners in making this proposition a reality.