Talent management is the next frontier in business competition.
Organisations that take talent management seriously show it in five ways:
In what they define as talent
In where they source their talent
In how they select their talent
In how they develop their talent, and
In the strategies they employ to retain their talent.
This is how they hope to drive performance, maintain leadership, and attract even more talent.
Strategic management of talent yields real benefits, but only if talent is correctly identified, performance effectively managed, and high achievers put on a path of opportunities that lead them to their full potential.
We work with high-performing organizations to identify talent, determine competency-based development paths, develop talent retention strategies, and to evaluate individual requirements for the optimization of long-term performance capabilities.
Talent management is a soft and elusive dimension of management. The clearer an organization defines its strategy, and the specific contribution individual roles are expected to make within the strategy, the greater the ease and sustainability with which the organization can optimise the talent within it.
This is the complex mesh that we work with clients to navigate.
Our work in talent management focuses on the development of organizational competency architecture, from which we develop corporate, functional and role-specific competencies. We structure each of these around knowledge, technical, and behavioural competencies, which provide objective basis for the identification, evaluation and development of talent.
From the emergent competency profiles at various levels, and in close consultation with the client, we develop recruitment, selection, development and performance management strategies as part of a comprehensive strategy aimed at meeting the organisation’s current and future performance requirements.
This approach enables our clients' HR functions to play the strategic role that the HR function is rightly supposed to play in progressive organisations.
An effective talent management strategy is a big business advantage.
Because the organisation’s knowledge, skill and experience requirements are carefully planned for, and specific ways of meeting them determined, sourcing for matching talent is that much easier. Recruitment costs come down, as do interference costs and other losses emanating from reduced productivity over the period of recruitment and placement.
A well implemented talent management strategy will also afford you better utilization of your learning and development budget, since the learning and development path for specific people in specific roles within specific functions will have been planned in advanced and aligned to the organisation’s capacity and productivity requirements.
Various challenges around succession planning are also addressed, and organizational capacity development targeted at what really matters.
The value of performance management is also greatly enhanced within an effective talent management strategy. Performance management ceases to be simply a process by which reward is discriminated and becomes the means by which group and individual performance is aligned to global resourcing and performance requirements.
This way, the people management function plays its rightful role in the organisation.
