Talent management (and leadership development) are key corporate capabilities. In an economy driven by talent, they become as important as strategic planning itself. These capabilities need to be designed, developed and nurtured contextually, that is, within the context that defines a given corporation: its industry, challenges, culture and environment. Key issues in developing a world class capability arise from countless situations. The following questions provide a useful starting point:
Have we clearly defined what leadership development and talent management stand for in our organization? These are fundamentally different practices and should be treated accordingly
Are we managing all talent management practices consistently? More often than not, training, mobility and the annual review, to name a few, are not conveniently aligned, resulting in excessive costs and disengaged employees
Are all actors knowledgeable about their role and conveniently skilled ? Talent Management is a complex endeavour: without basic skills and a very strict process, the organization will suffer from low quality and lost time
Do we have adapted HCM systems? Are they consistent with our talent management strategy and practices? HCM systems are often the result of new systems being implemented above legacy systems. Sometimes, HR administrative efficiency trumps strategic considerations in software priorities. In such cases, a suboptimal HCM system becomes a major block for talent management success.
Supporting Talent Officers in achieving Talent Management excellence
We leverage deep knowledge of talent management practices and a focus on innovative approaches to help improve their design as well as to assist in their implementation. Our approach includes