Talent management

Talented employees are demanding more than ever these days, which means organisations must understand what drives talent and provide the right conditions to attract and retain the top performers.

While organisations define talent differently, business guru Larry Hochman sends a clear message: the war for talent will only become a bigger challenge in the years ahead.

Three-quarters of organisations expect to experience a shortage of talent in the next three to five years, according to Deloitte’s 2005 Talent Pulse survey. Demographic changes are intensifying the demand for high-potential individuals and are among the tensions and opportunities facing HR professionals.

Some of you are already rising to the challenge and putting dedicated talent teams in place. This being the case, we look at how the focus has shifted from simple talent management to talent pipelines – as organisations realise they must do more to identify and grow their internal talent.

Increasingly, there is an emphasis on making talent identification processes more open and visible, and a recognition that HR should be taking steps to link its approach to managing talent to the wider business strategy.

For those already taking talent management seriously, succession planning features high on your agendas. But it is not just about looking at future leaders – it’s about making sure that everyone at all levels works to the top of their potential.

As Talent Management reveals, leading employers have been successfully managing talent for many years and we have much to learn from them.

If you have any talent initiatives you would like to share with Personnel Today, e-mail ptod.content@rbi.co.uk

Dawn Spalding, commissioning editor

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