Our webinar North America Congress Highlights – Key Take-Aways and Lessons Learned in Improving Talent Management in Project, Program and Portfolio Management was so successful, the presenters ran out of time to answer all of the questions. Here, Lawrence Suda continues the conversation.
Is the term “talent management” a management theory or practical reality? This two-part series takes a practical look at four primary elements from a common definition of talent management. Up first: recruit and retain.
The challenge of recruiting top talent for your organization is daunting enough. Perhaps even more challenging is retaining talent. What happens once you have finally landed that superstar employee that you just paid a lot of money to recruit? Does your organization have a robust talent management and retention model?
Since agile is about individuals and interactions, it should come as no surprise that it helps with many talent management recommendations. But what do we do when HR recommends practices that are counter-productive to teams? In our concluding installment, we examine these six talent management strategies—and what motivates us.
Recruitment and retention of human capital is now a strategic imperative for organizations in this highly competitive global work environment. As such, this issue has been raised to the C-level to ensure required results are obtained. How can you help?
Since agile is about individuals and interactions, it should come as no surprise that it helps with many talent management recommendations. But what do we do when HR recommends practices that are counter-productive to teams?
Many organizations struggle to move women and minorities into top-level positions. One of the keys is to embed diversity into a holistic talent management strategy, including recruitment, development, and retention. This webinar will give you practic
Projects are about people, they are delivered by people and their success depends upon the quality and quantity of effort put in by people to delivering results. But for all that we say the development and retention of talent is important, for the vast majority of organizations it is not done well–or worse, not done at all.
A competency library is a critical foundation for building an integrated talent management system. In the Talent Management Handbook (2010 second edition), authors Kim Ruyle and Evelyn Orr state that the value of competencies is proven to positively impact both mission and financial return-on-investment. Agencies that use a comprehensive competency library to build their integrated talent management system are able to realize human capital and budgetary gains.
In the early 1990s, I worked in the “educational services” department of a very large computer company. We delivered a lot of training to both customers and employees. At the end of each quarter, we would gather for a pep rally, at which time our vice president would discuss our performance. The key metric wa…
As the economy turns around, companies are looking to retain and attract top talent to drive innovation, and they’re renewing their focus on talent management programs to support these efforts, according to a new global study on rewards and benefits.
Business leaders recognize that their employees are critical to achieving success in this fast-paced knowledge economy. It is now time for you, as training professionals, to prove the value of human capital by measuring the impact of employee development on the success of your organization.
Senior Leaders and Executives Community Manager Ann Parker announces the release of ATD’s new book the Talent Management Handbook. This book is structured to show how talent management practices are increasingly integrated within the learning function today.
In Larry Israelite’s book Talent Management, case studies from six leading companies-Cisco, McDonald’s, Avon, Children’s Healthcare of Atlanta, Ciena, and Liberty Mutual-offer compelling evidence that talent management matters: For more, get chapter 1 from Talent Management.
ASTD is taking a leadership role in defining talent management. A new research report and whitepaper discuss 20 components of what comprises good, integrated talent management and why it matters. ASTD’s research team found that while many people talk about “talent management” it means different things to different people.
A majority of high-performing organizations use talent management to help them identify, develop and leverage the core talent that is critical to the current and future performance of their companies. Mastering talent management helps companies differentiate themselves and provides them with a competitive edge. However, developing a cohesive talent management program, which successfully integrates its various components and aligns high-potential employees with company goals, is challenging for business leaders. The Talent Management Playbook is based on a survey commissioned by ASTD and i4cp that examined various aspects of talent management, including how organizations define talent management, the components they value, the people they choose, those they delegate to benefit from it and they ways in which they measure the success of its outcomes. Challenges that organizations commonly face with regards to talent management are addressed and potential actionable strategies are discussed; enabling organizations to take a holistic approach for the employees and company. Some of the challenges discussed include: There is no universal consensus on the definition of talent manage, and its meaning can vary even within organizations. Organization that integrate talent management are more effective and successful, yet few organizations report they have successfully done so. An organization may lack the measurement tools need to accurately track and assess talent management processes. This easy-to-use research guide also includes real-world examples of how companies have addressed some of these talent management issues. The Talent Management Playbook can be purchased from the ASTD Store.
Philadelphia, PA (PRWEB) — With the economy cautiously turning the corner, senior leaders are focused on hiring and developing talent, according to a survey of more than 450 senior executives on LinkedIn by Right Management. 94 percent of executives said talent management is a top priority for 2010. Right Management is the talent and career management expert within Manpower, the global leader in employment services. The findings present good news for employees and job seekers. Employers are preparing themselves for growth opportunities as the economy rebounds and are looking for ways to enhance performance and productivity. One-third of the senior executive respondents will be hiring new talent in 2010, while 36 percent will focus on developing current talent. Twenty percent reported that increasing employee engagement is a top priority. Career development opportunities and efforts to increase engagement typically improve retention, which may explain why only 4 percent of senior leaders indicated they would be focusing efforts on retention. Read the full release.
(From Broadcast Newsroom) — PageUp People, a Multinational Talent Management solutions provider, today announced the release of its recent research titled, “Into China: Talent Management Essential in a Land of Paradox,” authored by Sylvia Vorhauser-Smith, senior vice president of Research. As more companies expand operations into the growing market of China, they are presented with the enormous opportunities of the country’s large workforce as well as the many difficulties arising from different workplace practices and norms. This new research explores the reasons behind these challenges and how organizations seeking to leverage the growing qualified workforce in China can best equip themselves to maximize employee performance. With China at the cusp of significant change, there are several challenges facing multinational corporations already established in China and those looking to expand their operations into the country. The aim of PageUp People’s research paper is to provide organizations with insight into how they can better understand and manage their talent in an environment drastically different from their home base. It is designed to educate and provide practical suggestions for optimizing human capital productivity and engagement while exploring the challenging differences between the western and eastern worlds. Key findings include: Read more.
(From marketwire) — The China operation of StepStone Solutions, a global leader in talent management solutions, has been named “Best Talent Management Software Provider in Greater China” by HRoot, the leading management media company in Human Resources in China. Approaching its 6th year, the awards are recognised as a key indicator of the leading providers in different HR service categories in China. StepStone Solutions China was named this year as “Best Talent Management Software Provider in Greater China 2010-2011” for its track record in providing local language talent management solutions, excellent implementation support, and seamless, Internet-based access for HR and employee users from anywhere in the country. The award category is a new entry in 2011, reflecting the evolution in HR management in the emerging China market. StepStone Solutions is the first winner in the category. Since commencing in business in March 2009, StepStone Solutions China has developed a highly localised operation for the region that provides direct project implementation for Talent Acquisition and Talent Management across Beijing, Shanghai, Fujian, Shenzhen and Sichuan. Successful localisation in China of StepStone Solutions’ powerful global technology is also demonstrated by the wide spectrum of customer categories supported, ranging from government agencies and local companies to multinational and medium-sized enterprises. Read more.
Talent management has become a top priority for organizations, highlighting that the optimization of talent in the workforce directly affects everyday operations and in turn drives the bottom line. The ASTD-i4cp Talent Management Practices and Opportunities Study found that 19.9% of organizations reported that they manage talent effectively to a high or very high degree, with an additional one fifth admitting that their companies were effective users of talent to only a small extent or not at all. Talent management is anticipated to grow: over 80% of participants predict a growth in the next three years. What does the talent management puzzle look like? With talent management expected to become more important in the near future, it is essential to have a clear understanding of what talent management comprises and how the pieces of the puzzle fit together. According to many study participants, talent management should be a holistic initiative made up of integrated parts that create a synergy amongst the components. Ideally, talent management comprises a whole that exceeds the sum of its parts. The more integration that occurs between the elements, the more cohesive and effective the talent management program becomes. This is what distinguishes talent management from an array of conventional HR programs that have less connectivity. Only 18.7% of the survey respondents indicated that their companies integrated talent management components to a high or very high extent, and only 19.7% said their firm had the technological capability to do so. The element that was most integrated into the talent management program was performance management, with 63.7% of respondents citing it as being integrated to a high or very high extent in their organization. Learning/training was a close second (61.7%), followed by leadership development (59.1%), high-potential employee development (52.8%), and individual professional development (44.4%). All the components showed positive correlations with talent management effectiveness, with employee engagement (r=0.56) having the strongest correlation. As a high level of integration is positively and significantly correlated with the ability to manage talent effectively, organizations that wish to further integrate their programs and approaches have significant opportunities to improve their talent management function. Source: Talent Management: Practices and Opportunities (ASTD/i4cp) Click here to learn more about ASTD Research.
The fast growing talent gap is prompting even CEOs to add leadership development and recruitment to their busy daily schedules, according to a new report by Deloitte and Forbes. The Threading the Talent Needle report, which features several different takes on talent management revealed through one-on-one interviews with senior leaders at global organizations, described several companies that believe the shortage of qualified people is becoming severe enough to get the CEO’s direct attention. [more]Two-thirds of the organizations in the study cited a critical need for the CEO to meet face to face with high-potential employees. These findings underscore the severity of the human capital shortage, considering that CEOs must add talent management to their daily tasks of directing business strategy, managing finances and working directly with the board. “Our CEO is very much involved in selecting people at higher levels, and he is directly involved in the talent review process in our organization,” said Juergen Brokatzky-Geiger, head of Human Resources at Novartis. In addition to interacting with employees to aid retention and develop skills useful to the organization, some CEOs are even spending time on attracting new talent at all levels. “I personally get involved with recruitment days and sessions that we organize around the world, so I can speak to young people and see what they really have on their minds,” said Peter Bakker, CEO of TNT, a Netherlands-based delivery services company. The effort CEOs are placing on talent management emphasizes the importance building a competitive workforce plays in the future of the organization. For more information on this study, please visit Deloitte’s Talent Management website at www.deloitte.com/us/talent.
(From fresh business thinking.com) — To deliver the best software we need the best people. We are headquartered in London but recognised very early on that not all the top professionals are clustered around the capital. At ChangeBASE we have some of the world’s leading experts in our field and we simply could not attract such a high calibre team if we forced people to work from one central office. So in order to recruit the right staff we offer employment to people all over the UK and the world – and we are only able to do this by introducing flexible processes to support remote workers. Although we are a relatively small company, we are recognised as having the leading products in our industry. Mobile working has allowed us to compete with larger organisations due to our ability to attract the very best professionals from every region we operate in. As a company that is growing rapidly we need our business to be agile. We plan to add over 50 new staff members this year and because we have put processes in place to support remote staff, it is easy to integrate new starters into the team regardless of their location. We have also benefited from increased efficiency. As employees are not tethered to their desks, they can operate in an environment which is more suited to their style of working. Productivity has increased significantly as our staff can work while travelling to meetings and engagements. Read more.
At a time when talent management has become a much higher priority for companies, many are planning to replace their manual talent management processes with automated ones that integrate compensation, recruiting, performance management, learning management, career development and succession planning, according to a survey by Watson Wyatt, a leading global consulting firm. Watson Wyatt’s 2009 HR Technology Trends Survey found that more than half of companies (56 percent) are planning to use more talent management technology over the next 24 months. Among those companies, 46 percent said they plan to integrate their existing technologies or leverage their current integrated systems, while 27 percent will start from scratch with a new integrated suite. The survey, which was conducted in February and March 2009 and includes responses from 181 large employers, also found that 37 percent of companies have made talent management a higher priority as a result of the economic crisis, while only 15 percent of employers have made it a lower priority. Read the full release.
Research from HealthcareSource finds talent management professionals must continually address three strategic goals: reducing costs, improving patient satisfaction, and improving patient safety.
(From Canadian HR Reporter) — i4CP sent a newsletter recently commenting on the need for “integrated” to be added to the term “talent management” in order to update it and make it more powerful as they suggest in a new book. They mention the number of providers in the area changing names – StepStone Solutions to Lumesse and PeopleClickAuthoria to PeopleFluent. It sometimes seems as if every update of strategy requires a new name, though the new ones sometimes don’t seem much more enlightening than the old. It got me to questioning the use of the term talent management itself. I have always taken it to be an umbrella that takes in finding, recruiting, orienting, developing, managing and tracking performance and then moving people up through effective succession planning all the way through their careers. That definitely calls for integration of many HR functions and beyond, since line managers have to be central in many of the pieces – from supportive coaching on the development side to career planning conversations with individuals. They are definitely needed for effective succession planning discussions among groups of managers so everyone agrees on how to rotate people through progressively challenging assignments across different divisions to season their leadership knowledge and skills. Read more.
An organization’s ability to integrate and manage talent effectively has never been more essential than in today’s volatile business market. Unfortunately, for many organizations simply defining talent management is difficult. Previous research on talent management rarely underlies a common agreed-upon definition, leading ASTD/i4cp to conduct a study on Talent Management Practices and Opportunities. While most leaders do not agree on one narrow definition of talent management, they do seem to share an idea about the basic parameters of the subject. After careful identification of the variables comprising talent management, ASTD/i4cp defined talent management in this way: Overall, organizational leaders who took part in the survey found the definition to be accurate. More than eight of 10 survey respondents reported that they agreed with the ASTD definition to a “high” or “very high” extent, and only 2 percent reported they either agreed to a small extent or didn’t agree with it at all. This confirms ASTD’s definition as exceptionally serviceable for a topic on which it is hard to find common agreement. In a white paper by ASTD, Talent Management Defined, we take the opportunity to highlight some of the key findings in the ASTD/i4cp Talent Management Practices and Opportunities Study. ASTD has devoted attention to talent management because most organizations still lack a comprehensive talent management strategy, and a better understanding of the term is needed to meet the demands of the contemporary knowledge-driven workplace. Click for more information on the ASTD/i4cp Talent Management Practices and Opportunities Study, or the Talent Management Defined white paper.
Many industry gurus have been quick to argue that the mere travel savings alone make e-learning solutions worth their weight in gold. Steve Cohen examines whether those claims have any merit?
With rapidly changing business environments and multiple employees making a myriad of daily decisions, companies are always at some risk. Dr. Stephen Cohen offers 10 general guidelines for managing risk.
In this installment of the blog series on Growing Talent Management Firms, Steven Cohen discusses different sales and distribution strategies. Selecting the right sales distribution model for your L&D offering depends on a number of variables, including expense, margin, profitability, control, and ramp-up time.
(From PRWEB) — PreVisor, the global leader in employment assessments and talent measurement solutions that connect employment decisions to business results, released its 2nd annual Global Assessment Trends report summarizing findings from over 230 companies headquartered throughout the world. Co-sponsored by ADP, this year’s report aims to provide HR and business audiences with an up-to-date perspective on practices and trends related to talent measurement programs used for hiring, career development and succession planning. Highlights of the 2010 Global Assessment Trends Report (GATR) include key HR trends related to assessment, an overview of talent measurement practices around the world, and changes observed in comparison to the 2009 report results. “The report findings confirm what we’ve witnessed in the past twelve months: that many of our clients, while recognized as leading HR practitioners, continue to feel pressure from the economic downturn”, observed Noel Sitzmann, PreVisor CEO. “However, the data also indicates that many organizations have made the necessary adjustments to move forward with effective talent measurement and management programs that will contribute to business growth going forward. These are exactly the kinds of strategic initiatives we work hard to support.” Among the key findings from the report: 1) The emergence of performance management and career development In the top talent priorities for 2010; 2) The economic recovery impact showed most companies (68%) indicated concern about employee retention; 3) A focus on Quality of Hire, as 70% of respondents feel pressure to demonstrate ROI for the use of assessments in the staffing process; 4) Social Media for hiring received mixed results. While almost 70% of organizations plan to use various social media sites in their recruiting efforts, 50% remain unsure if the efforts are effective. Only 24% of companies agree that social media websites have a large impact on talent management. 5) Applicant reaction was considered critical, but was not always tracked. Eighty-four percent of companies agreed that applicant reaction to the hiring process is important; however, only 41% obtain feedback from candidates. And 6) Formalized Post-Hire talent programs could improve. Only half of respondents use assessment tools with their current workforce. Less than 30% have established formal career development for employees. Read the full release.
I’m reviewing Larry Israelite’s manuscript for his forthcoming book Talent Management: Best Practices and Strategies for Success from Six Leading Companies, and “at the risk of biting the hand that feeds” him says that he feels that ASTD’s definition of talent management is too complex: ASTD’s definition (as published in the “ASTD Talent Management Practices and Opportunities” research report): “A holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals.” Larry’s definition: “The collection of things companies do that help employees do the best they can each and every day in support of their own and the company’s goals and objectives.” Now these are very different definitions. One has 38 words, the other has 29. One uses terms like “holistic approach,” “optimizing human capital,” and “integrated talent acquisition”; while the other talks about helping people “do the best they can.” They obviously have different audiences: The ASTD definition is geared toward specialized professionals who use specialized language, while Larry’s definition is geared toward anyone who works. And that last difference is part of Larry’s point: talent management is not the sole domain of human resources professionals, but really belongs to everyone. So what is talent management? Does it belong to everyone, or should it mainly concern human resources professionals? What other definitions are out there? When people talk about talent management, are they talking about the same things? It’s a hot topic these days, but why does it matter? Does it matter more or less now given the difficult state of the economy? Any thoughts?
(From PRWEB) — Highlighting the critical importance of talent management in driving competitive success in today’s global marketplace, the New York based Center for Work-Life Policy (CWLP), and its consulting arm Sylvia Ann Hewlett Associates, announced today the opening of a London office-its first outside the U.S. This expansion will extend the scope and reach of the CWLP’s cutting-edge research and allow the consulting team to work much more closely with UK and European companies, helping them leverage talent across the divides of gender, generation and culture. Companies headquartered outside of the US already working with CWLP include Barclays, BT Group, Lloyd’s Banking Group, Schlumberger, Siemens, and Unilever. “Talent management practices are often too U.S.-centric,” says Sylvia Ann Hewlett, President and Founder of the Center for Work-Life Policy. “The Center is addressing this issue head-on with a growing focus on the UK, Europe and emerging markets, and increased involvement with global companies.” Read more.
(From PRNewswire) — SHLPreVisor, a global leader in talent management solutions now delivering more than 15 million assessments in over 150 countries and 30 languages, today released their third annual Global Assessments Trends Report (GATR), providing a comprehensive look at how organizations measure talent. Over 460 HR professionals from around the world were polled in an effort to shed light on talent measurement trends and their effects on organizations’ “People Intelligence” programs. “As the world economies continue along a path of recovery, employers are showing even more focus on the dual priority of retaining their top talent while also finding the best new hires among the ever-large global candidate pool,” said David Leigh, CEO of SHL. “Corporations have also realized that improving their People Intelligence will help them create a stronger workforce, which will ultimately drive better business results and boost the bottom line.” Read more.
While there are numerous organizational initiatives around talent, the processes of hiring, developing, engaging, and retaining talent depend on the immediate supervisors of your talented employees.
The emerging discipline of talent management is an important issue for organizations all over the world. The talent management functions of workforce planning, talent acquisition, development, deployment, engagement, and retention are important issues for any organization in any industry. The learning and development function has played a vital role in talent development, but the rest of the talent management functions are typically handled by other parts of the organization. In this session,…
Four learning executives from Verint, Allstate, Krempl International, and Rollins discussed myriad topics at the Learning@LearnShare conference in Atlanta, including should own talent management, the hazards of using too much technology, and what to do about a CEO who doesn’t want to teach.
Business leaders recognize that their employees are critical to achieving success in this fast-paced knowledge economy. It is now time for you, as training professionals, to prove the value of human capital by measuring the impact of employee development on the success of your organization.
The Executive Guide to Integrated Talent Management paves the way to integrated talent management by assembling the collective experience and insight of 19 experts who examine research-based theories and current practices in highly successful enterprises.
Put the talent management experiences, insights, and strategies of six leading companies to work for you and find the unique path that will help individuals and your organization reach their goals
A Talent management system takes care of four main functions – recruitment, perofrmance, learning and compensation. Lets understand in detail about the information system used for talent management in an organization.
Performance management being an integral component of talent management, is aimed at ensuring that the organizational goals are being met effectively and efficiently through individual and collective performance.
Talent management can be a discipline as big as the HR function itself or a small bunch of initiatives aimed at people and organization development. Important benefits of Talent Management are discussed in the article.
This article provides an overview on the importance of implementing an effective talent management strategy for developing high performance leaders and explains why it should be aligned with the overall corporate strategy. The article explains how well planned HRIS can help in establishing a robust system of talent management in an organization.
Talent Management faces the following opportunities and challenges – Recruiting talent, Training and Developing talent, Retaining talent, Developing Leadership talent and Creating talented ethical culture.
Talent management solution integrates the needs of the management, executives and employees into one system and unifies information across all the major HR processes like performance management, recruitment and selection, learning and development.