Talentmanagement

Talent management refers to the totality of personnel policies in an organization for the long- term security of occupation critical roles and functions.

Talent management is a segment of human resource management, which focuses on important for corporate success target groups, for which there is also a relatively high staffing needs within the company. According to a prioritization of target groups is usually the first step in developing a talent management system.

• 4.1 Governance
• 4.2 Organisation
• 4.3 controlling
• 4.4 technology
• 4.5 Culture

Origin

Talent management can be understood as a response to changing conditions in the global markets, the overall contribute to a fierce competition for qualified and talented employees:

• Demographic change is increasingly leading to a lack of specialists and executives primarily in the western industrialized countries.
• The shift to a knowledge-based society awakens an increased demand for qualified and creative staff
• Innovation and innovation developed in Western industrialized countries the decisive factor for competitiveness. This is accompanied by a special need for innovationsfähigem staff
• There is a general trend that the loyalty of qualified employees to their employer drops
• The Internet dramatically increased the transparency of labor markets whereby the competition has increased for qualified and talented employees to focus
• Due to globalization is on the one hand, a greater supply of highly skilled workers, on the other hand there is also the risk of migration of talent.

Literally, this competition was the title of the book "The War for Talent " by Ed Michaels, Helen Handfield -Jones, and Beth Axelrod, are outlined in the first approaches to talent management.

Basic principles

Talent management is charakteristisiert by a number of basic principles that are reflected in different ways in the practical approaches of talent management.

• The lack of qualified personnel in the labor markets is forcing businesses to attract employees active. These approaches come from the marketing ( specifically, the branding ) and marketing to bear. Traditional, more passive activities of a staff recruitment failure in attracting increasingly rare, qualified personnel.
• Companies have two ways to respond to the lack of: (1) to find by active and competitive methods of personnel recruitment and retention of staff External for critical roles and functions, bind and gain. Or (2) to systematically develop long term talented employees to cover long-term needs internally to.
• In this sense, talent management is competitive, active, sometimes aggressive and represents the talent in the center of the activities. Talent management is the extent comparable with entrepreneurial efforts that put the customer at the center of thought and action.
• The term is used inconsistently talent in the context of talent management. On the one talent is in line with its traditional definition used in the sense of talent and potential but also in terms of people with talent.
• Talent management focuses on critical target groups and thus to rather small groups of (potential) employees and managers. To this extent, at talent management tends to an elite approach.

Disciplines and activities

Talent management encompasses a number of individual measures and therefore constitutes compositional personnel policy performance dar. This can be essentially distinguished between internal and external measures, which can be assigned to tasks extraction, identification, development and deployment, the first two tasks of a more external, the the latter two are focused more internally.

Extraction

The goal consists of obtaining a total is to build long -term, close, personal relationships with promising, talented candidates and employees and to hold. Here, the structure of a target group-oriented employer brand, the talent relationship management and employee relations play an important role.

Identification

The core task of talent management is to make internal and external talent for the company and promising long-term people ( candidates, employees) identified. Externally, this is done through active measures of marketing personnel (Active sourcing), primarily through the use of natural social networks using employee referral programs. Internally, an identification of talented employees is usually in which employees are assessed by managers along their performance and their future potential in the context of dedicated, so-called talent review meetings. Employees who have a high performance and which at the same time a high potential is awarded are usually referred to as a high potential.

Development

Development is primarily a function of the internal talent management in which high-potential employees experience certain development activities. A key tool here is the systematic allocation particularly challenging tasks ( Stretch Roles ) assignments abroad but even to complete the program of special training measures, such as the ability to accompany their professional activity a master's degree. In addition, high- potential experienced not infrequently a professional career counseling. As part of regular staff meetings with high potentials receive continuous feedback on their performance which contributes to their learning development. But there are also external measures for individuals who are not currently employed in the respective company conceivable, such as the granting of scholarships.

Use

The tasks described above eventually lead to the talent management task with high potential and promising ( external ) candidates systematic use. This is done with the ultimate goal to fill critical roles and role more effectively. This play internal talent markets ( talent pool ), and methods of succession planning a key role.

A Framework of Talent Management

A functioning talent management requires a number of important conditions to which a company can selectively influence. This design framework for understanding of a talent management system is of considerable importance. For this design framework include the factors guiding, organizing, controlling, technology, culture and integration into the human resource management.

Leadership

Leaders are the main actors in a talent management. They are primarily responsible for the successful implementation of the above-identified disciplines. The starting point here is the visible commitment of the top management in relation to the importance of talent management for the company's success.

Organization

A functional talent management system requires clear responsibilities. While the managers are responsible as the main actors in the implementation of the HR department in particular, has a coordinating role. A major challenge is to ensure the necessary skills on the part of managers.

Controlling

Talent management requires the collection of relevant key performance indicators ( KPIs). Typical indicators are:

• The number of identified high potential for each organizational unit
• The proportion of internal occupations in critical roles and functions
• The performance, satisfaction and loyalty of identified high- potential
• The fame and popularity of the company on the labor market (especially in the critical target groups)
• Promptness in filling critical roles and functions (Time - to-Fill )

Technology

Companies are increasingly an appropriate information technology to implement talent management. Technology support especially in the recruitment, use and in identifying KPIs.

Culture

Talent management requires an appropriate corporate culture that talent at the center of thought and action. Talent management is not seen as the responsibility of HR department but recognized as a key factor in terms of competitiveness. This value system is lived by all actors.