Maintaining the Best Talent in the organizations.

 

Organizations have to face daily HR issues in their working environment. To face them strategically, they can recruit the best talent and have to maintain them to gain continuous development within the organization.

Recruiting candidates requires a lot of work including evaluating what skills and qualifications are necessary for the position, developing an accurate job description, advertising to the right candidates and sorting through applicant resumes. All this occurs before the interview stage even begins. And if you didn’t get a good pool of qualified applicants, you must start the entire process all over again.

Talent Management Strategy

Organizations are realizing strategic vision through human resource shall begin at assessment of talent needs of business. Through the talent assessment it has mapped out competencies relevant globally in this new environment which it needs to harness and develop. It is now investing in competency based talent recruitment and creation, creating environments, evolving appropriate management styles and developing their leadership pipeline to compete globally (Sharma & Bhatnagar, 2009).

After due deliberations and brainstorming, below mentioned strategies have identified to do talent segmentation, based on a highly competitive competency framework, both for getting talent into the organization as well as existing talent. The management team clearly felt that the depth and quality of the organization’s talent pool will determine whether they will lead its market and industry, or merely follow other companies that attract better, brighter, more talented people.

Talent Acquisition and Management Strategy

The talent acquisition and management strategy involved:

1.     Defining the competency framework relevant for the organizational growth:

·       For the senior management

·       For the middle managers 

2.     In-depth talent assessment based on competency framework for:

·       New hires

·       Existing employees

3.     Identifying lynchpin positions as per the current organizational strategy:

·       Classification in terms of ‘‘Cannot afford to lose’’, ‘‘Critical now’’ and ‘‘Can go’’

4.     Making sure that the ‘‘Cannot afford to lose’’, ‘‘Critical now’’ resources are not leaving – making position attractive through:

·       Development focus

·       Challenging assignments

·       Fast track growth

·       Higher education sponsorships, etc

The Talent Acquisition Process

The organization partnered with some of the leading search companies across the globe. The organization realized the need to tap into the global market and get the best talent to know the organization, its future plans and the excitement that they would be able to get through a challenging role. The CEO personally ensured that he was recruiting for most of the key positions.

The organization adopted the following process to identify the right person for the given job:

Step 1. The detailed job specifications of the position were documented. The methodology used was as per Hay. The position specs ensured that the detailed competency requirements from the role are clearly articulated.

Step 2. Appropriate psychometric tools were identified and considering the global reach, were administered online or onsite. The tool used was Thomas profiling which was coupled with a leadership style indicator in case of specific positions.

Step 3. A comprehensive docket that outlines the leader’s profile on criterion established earlier was generated. It underlined areas of strengths and opportunities. The docket included a confidential page outlining a metric ‘‘Recommendation’’ on employability to the organization.

Talent Management Process

The talent management process was divided into the following steps:

·       Identification of talent – the people were assessed on the organization’s competency framework. The methodology used was through the Assessment & Development Centers. This method was adopted for all middle managers.

·       Based on the assessment results, the participants were plotted on a talent matrix which is a Performance versus Potential 3 by 3 matrix (middle managers only). The matrix was shared only with the CEO and the HODs. The employees are not aware of either the matrix or their talent type.

 

Bibliography

Sharma, R., & Bhatnagar, J. (2009). Talent management – competency development: Key to global leadership. Industrial and Commercial Training, 41(3), 118–132. https://doi.org/10.1108/00197850910950907