POSITIONING AND STRUCTURING TALENT MANAGEMENT

Executive Summary

1.     This briefing examines talent management from five perspectives – the internal rationale, its positioning, rethinking/repositioning organizational efforts, how they are structured and organized, and the challenges being faced in these areas. A summary of Key Learning Points is provided to guide executive thinking.

2.     After deciding on its specific talent imperative and focus, an organization will have to rationalize talent management, involving decisions on ambitions, resources and where efforts will be positioned – that is, the importance given to them for the organization and its work populations. This may be a strategic, operational or process issue.

3.     Positioning talent management may range between reactive, passive and proactive approaches. The latter tends to be more effective and leads to deliberate positioning with high-level commitment. Recognition that internal barriers or resistance may be evident, and will have to be overcome, is important.

4.     Different external events and circumstances can cause talent management to be rethought, realigned and, sometimes, fully repositioned. Economic downturn, restructuring, divestment of business, mergers/acquisitions and downsizing are examples. In some organizations, opportunities occur to rebuild their talent base.

5.     Clear thought should be given to how talent management strategies or interventions are structured, organized and delivered to internal clients. While this is typically the current or extended remit of HR, advisers and organizations report more overt organizational development (OD) involvement in talent management and the creation of specific talent roles. Technology can be a key enabler.

6.     Key challenges will have to be faced in these aspects of talent management. Apart from those related to each of the issues above, where to start, how internal provider/client relationships are built, integration of all efforts and developing the capabilities of HR or other lead units are examples.

7.     A case study, First Data Corporation, plus case reports and advisers provide a range of experiences for the issues above, including Key Talent Propositions and Practices. The case report companies featured are CP&L Energy, Mariner7, Modem Media, Ogilvy Public Relations Worldwide and South African Breweries.

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