DEFINING THE TALENT GROUPS

Executive Summary

1.     This briefing examines different talent groups across five themes – talent needs and solutions, executive talent, specific professional/operational groups, talent pools or the whole workforce, and the challenges faced in this aspect of talent management. A summary of Key Learning Points is provided to guide executive thinking.

2.     In considering talent needs, organizations have to clearly define what they mean by talent, and identify the groups that will merit special attention. Typically, the focus is on leaders, other managers, high performers, those with high potential, professional/technical/operational people, talent with high-value competencies and under-achievers. Any groups chosen will have an impact on business requirements.

3.     In most organizations, executive/senior manager talent comprising the top 1–2 per cent of the workforce is a critical development for four reasons. Much of this population is close to retirement, new leadership standards are appearing, changing business requirements need different top-level competencies and succession gaps are evident. Leadership development and succession management may need to be rethought.

4.     Identifying key talent, or that most in demand, is a major development which is very organization-specific. Deciding what constitutes key talent will be guided by it having a beneficial impact on business/organizational success or in avoiding adverse impacts that a shortage of key talent might create. An essential task is to differentiate between 'people contributions' – be that in specific functional groups or the workforce at large.

5.     Organizations are – as advisers recommend – building talent pools to feed succession and promotion opportunities, but also to help take the business forward if new sets of competencies are required. Differentiation is again important here, as is continually replenishing or refreshing a pool. Some companies prefer team-based talent management, while others attempt to be more egalitarian in focusing efforts on the whole workforce.

6.     Challenges will have to be faced in defining and resourcing talent groups, especially whether they are mainly sourced externally or grown from within. Consideration should be given to 'latent' talent that exists in most organizations. This tends to cross functions or professional groups and may include older workers, other generations, women or those with disabilities.

7.     A case study, case reports and advisers provide a range of experiences for the issues above, including Key Talent Propositions and Practices. The organizations featured are American Family Insurance Inc, Azuremed Ltd, BASF UK, Carter Holt Harvey, Cellular Operations Ltd, Dow Chemical Company and KARLEE Inc.

If you are a subscriber, click here to read the full briefing.

Click here to find out how to subscribe.