Talent Managment

Talent Management

It is difficult to identify the precise meaning of “talent management” because of the confusion regarding definitions and terms and the many assumptions made by authors who write about TM.

However Several recent articles written by experts describe“talent management” as “a mindset” (Creelman, 2004,); a key component to effective succession planning,(Cheloha & Swain, 2005); and, an attempt to ensure that “everyone at all levels works to the top of their potential”(Redford, 2005). 

According to Olsen(2000),“A company's traditional department-oriented staffing and recruiting process needs to be converted to an enterprise wide human talent attraction and retention effort”. 

Michaels et al (2001,) defined talent management as‘the sum of a person’s abilities... his or her intrinsic gifts, skills, knowledge, experience, intelligence,judgement, attitude, character and drive. It also includes his or her ability to learn and grow.

Talent is essential for an employee to perform well in his or her job role and contribute to the organization in achieving its objectives.A talented employee always makes a difference to an organization's performance and have the potential to contribute to the future growth.


Talent Management Process

Talent Planing - This involves in identifying how many  and what sort of talented people are needed now and in the future. 

Resourcing - It is the process of obtaining people from within and outside the organization (internal and external resourcing).Talent Identification ,Talent development and career management can be done internally .Externally they mean the implementation of policies which attracts high-quality people.

Talent identification – the use of talent audits to identify who is suitable to become part of the talent pool and to benefit from learning and development and career management programmes.The performance management system which identifies those with potential and abilities can be used to generate information for talent audits.

Talent relationship management – building effective relationships with people in their roles.Building on an existing relationship is way better than trying to create a new one when someone leaves in an organization. 
This will ensure that the people are commited to work and loyal for the organization as it will
recognize the value of individual employees, provide growth opportunities, treat them fairly and achieve‘talent engagement’,

Talent development – learning and development policies and programmes are key components of talent management. Objective of this is to ensure that people acquire and develop the skills and competencies they need
Talent retention – this involves with policy implementation which are designed to ensure that talented people remain as engaged and committed members of the organization

Career management – provide ways and means  for people to develop their abilities and their careers so
that the organization never runs out of the flow of talent it needs.

Management succession planning – to ensure that the company has the managers it will need to meet future business needs


References
Armstrong,M (2014, A hand book of Human Resource Management Practices,13th edition,London,Kogan.

Creelman, D. (2004, September). Return on investment in talent management: Measures you can put to work right now. Available from Human Capital Institute, 2121 K Street, N.W., Suite 800, Washington, DC 20037 USA.

Olsen, R. (2000). Harnessing the internet with human capital management. Workspan, 43(11), 24−27


Cheloha, R., & Swain, J. (2005). Talent management system key to effective succession planning. Canadian HR Reporter, 18(17), 5−7

Redford, K. (2005, September). Shedding light on talent tactics. Personnel Today, 20−22.