The days of using “Talent Management” as a generic term for a set of loosely-related HR activities have passed.
Nowadays, successful organisations have focused their talent management activities—recruiting, hiring, onboarding, performance management, employee development, team building, and succession planning into a tight-knit “strategic workforce plan,” which seeks to optimise business processes, people development, and productivity via robust employee psychometric assessments and an ever-growing field of professional talent management consultants.
A quick survey of world history (and, anecdotes from different cultures and religions) reveals that all great leadership—be it religious, political, or organisational—depends on consultancy in some form or fashion, and always has. Kings had their courts. Presidents have their Cabinets. Only recently, however, in the Industrial Age, did organisations specialising in management and leadership begin to emerge.
When we reflect on the last few decades, it is clear that talent management has changed dramatically to a comprehensive and strategic process that cannot be ignored. In regard to employee evaluation and talent management, HR processes are not the basis in this industry anymore. According to Josh Bersin, “Today, while core talent programs must still work together, we need to consider the whole ‘ecosystem’ of talent issues in our strategies, programs, and systems.”
Talent management is a broad, umbrella term encompassing a lot of specific functions. Trying to navigate it alone can be like following half a treasure map, or one written out in archaic, illegible runes. You need someone with the other half of the perspective; one with specific etymological specialisation to translate the way. That’s what a talent management consultant does. They can help guide the organisation to success.
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