Talent Manage and their Skills & Competencies
The term
‘talent management’ may refer simply to management succession planning and/or management
development activities, although this notion does not really add anything to
these familiar processes except a new name – admittedly quite an evocative one.
It is better to regard talent management as a more comprehensive and integrated
bundle of activities, the aim of which is to create a pool of talent in an
organization, bearing in mind that talent is a major corporate resource.
According to
Lewis and Hackman (2006), talent management is defined in three ways:
1) as a
combination of standard human resource management practices such as
recruitment, selection and career development;
2) as the creation of a large talent pool,
ensuring the quantitative and qualitative flow of employees through the
organization (i.e., akin to succession or human resource planning);
(3) as a good
based on demographic necessity to manage talent.
Talent was
defined by Michaels as ‘the sum of a person’s abilities... his or her
intrinsic gifts, skills, knowledge, experience, intelligence, judgement, attitude,
character and drive. It also includes his or her ability to learn and grow.’
Talent is what
people must have in order to perform well in their roles. They make a
difference to organizational performance through their immediate efforts and
they have the potential to make an important contribution in the future. Talent
management aims to identify, obtain, keep and develop those talented people.
Human Resource Planning
Talent managers are responsible for planning and achieving
organizational objectives. They usually engage in identifying, preparing, and
executing business goals with top-level executives.
This proactive participation in planning enables talent manager
to gain a thorough understanding of the activities required to support the
sustainable growth of the company. This, in turn, empowers TM to assign the
right resources to the right project and ensures timely delivery.
Job
Analysis and Design
As mentioned above, human resource planning requires assigning the
right resources to the right project. And if the right person is not in the
organization, Talent Manager are responsible for designing the job analysis to
hire them.
A job analysis includes:
·
Job description
·
Employee’s position in the organization
·
Who the employee should report to?
·
Resources the employee will need to perform the job efficiently
·
Individual data related to the post, such as technical skills,
work experience, etc.
·
Work schedule
·
Salary and incentives
·
Personal attributes, such as personality, values, and interests
Hiring Candidates
Finding and hiring the right talent is a very complex process.
Modern Talent Managers do more than just posting job requirements in portals to
fill open positions. They develop strategic solutions to attract the right
candidates to fulfil the demands of the business.
From screening potential candidates on job portals and social platforms like LinkedIn to
interviewing them, Talent Managers have to follow an organized approach for
hiring the best suitable employee for the organization.
Training and Development
Hiring the best candidates is just half the job. Talent Managers
need to train and upskill them to maximize their return on investment.
The type of training and development new employees require
depends on their experience. For example, if they are freshers, managers might
need to arrange for skill-development training programs to ensure their work
meets the industry standards.
However, if the recruits already have a few years of experience,
managers might only need to train them about company policies.
Talent Managers are also answerable for the
quality of training. If most of the recruits are unable to pass the
assessments, it indicates that either the trainer or the training program is
not compliant with the industry standard, for which the HR manager will be held
accountable.
Rewards and Incentives
Talent Managers need to reward employees based on their
performance and other factors like punctuality. The biggest benefit of
rewarding workers is that it creates a desire for other employees to excel at
their job in the hope of getting incentives.
Competencies required by talent manager in broadest term is Technical,
Managerial and social.
Technical competencies refer to knowledge, Skill or abilities to perform task.
Managerial competencies are defined as skills and abilities for general problem-solving
and decision-making.
Social competencies are defined as the maintenance of interpersonal relationships in
the organisation, in turn necessitating communication skills.
The Study conducted by Ulrich,
Younger, Brockbank and Ulrich (2012) on Competency of Talent Manager
narrows this broad perspective and identifies a few fundamental competencies
domains:
Strategic Positioner: This refers to the ability to interpret external trends
integrate them into internal actions and communicate clearly the impact these
have on their workforce.
In addition, a capability
builder should possess the skill to build critical organisational
capabilities.
With the amount of change taking
place as a result of industry 4.0), being a change champion is a
crucial competence to have – the ability to usher organisational change and
implement change processes at the same pace that change is happening
externally.
Lastly, technology proponents
are vital because of the fact that we are in the digital age.
In addition to the above
competencies, total reward stewards, analytics and compliance managers
are also necessary. Total rewards steward refers to having a scheme in
place that will be meaningful and exciting to existing employees, as well as
attract potential employees. The analytics designer and interpreter competency describe
a Talent Manager’s skill in using analytics to improve decision-making. Lastly,
compliance manager refers to the ability to use regulatory guidelines to manage
processes related to compliance
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