Talent Management TM is not just about finding great employees and making them productive. It is much more and any serious TM effort must speak to the end-to-end system perspective.
To illustrate, we can consider TM dealing with four critical business decision issues:
First, is discerning what talent we need and the most attractive form it can take to meet these needs. We do this through considering our business strategy and the roles that support achieving it. Talent is always a means to an end.
Secondly, we consider how best to secure our appropriate access to the talent we need. Employment may be an option. However, other options may be superior and more economical. I have explored how we might approach this in other posts (Talent Management: Your talent problem is because you only want it one way!; Talent Management Public Policy Issue: Should we make regular use of temporary foreign workers?; Talent Management: 6 Ways to Approaching Talent Shortages; Talent Management: Talent is not a “Someone” it’s a Delivery Vehicle; Talent Management: Dealing with Systemic Supply Market Shortfalls).
Third, how do we best utilize the secured talent so we derive the necessary business benefits? This is of course the performance management issue. Depending upon the form of the securing the approach to managing performance will vary. The typical HR centric performance management systems we often see (annual contracting and periodic reviews) is applicable (at best) to employee centric talent options.
Fourth, are we deriving the benefits of our talents’ best efforts? All to often we think about getting results. This is insufficient. Results are also a means to an end, aka as outcomes and benefits. If we don’t get the outcomes, then something is not right, our well intentioned efforts did not provide the desired value.
When you listen to your TM Officer (or analogous title), do hear him/her describe this en-to-end insight and perspective? If not, perhaps you are being shortchanged?
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