The Future of Talent Management: Key Findings Part 2

May 21st, 2012 by Sarah Green Leave a reply »

TM strategies are not consistently applied across organisations and are therefore not being embedded in the mindset of their employees.

In part two of this series of blogs summarising our 2012 findings into the Future of Talent Management.

The survey results suggest that whilst an organisation may have a TM strategy it may not be supported by a consistent implementation strategy. 50% of the Leaders said TM initiatives are consistently applied across their organisation, however only 34% believe that the TM strategy is being embedded in the mindset of their employees.

The Business Leaders were more critical than their Talent and HR colleagues about the consistency of the talent strategies. Only 35% of Business Leaders compared to 55% of Talent and 59% of HR Leaders said that TM strategies are consistently applied.

The lack of a cohesive execution is impacting the take up, buy in and belief in the value of TM.
Does this lack of consistent delivery and roll out of the TM strategy mean that the Leaders do not see the value of TM or understand the value of Managing Talent for the organisation? Business Leaders, Talent and HR all agreed that the TM strategy is not embedded in the mindset of their employees (67% Talent, 69% HR and 62% Business Leaders).

Where organisations do implement TM strategies, they vary widely in their approach.
The output from the qualitative analysis suggests that organisations either have a structured and consistent method, less structured/less consistent approach, or a more employee led style of TM. When the approach was more structured the emphasis was on the individual and bespoke development plans addressing individual needs, supported by the provision of appropriate training (internal / external, e-learning, workshops) and development programmes (leadership / management programmes). There was also a focus on the benefit of one on one engagement with individuals via mentors, coaches and regular line manager meetings. Research conducted by Gallup (cited in Lewis, 2011) has identified that the most significant factor which distinguishes successful managers is that they treat everyone as a unique individual, which supports the importance of keeping the individual at the centre of Talent Management and ensuring their development is bespoke (Lewis, 2011).

Our research also identified that approaches to managing talent also varies within the organisations or between business areas. The qualitative analysis suggests that there is uncertainty regarding who is responsible for what. Therefore indicating that TM strategies are not consistently applied within and across organisations.

“The failure to balance the tensions between strategy and operations is pervasive… 60% to 80% of companies fall short of success predicted from their new strategies” (Kaplan & Norton, 2008, page 64), therefore it is vital that organisations seek to consistently apply and support Talent Management strategies across the entire business.

Look out next week for Part 3: Key Findings: TM strategies are not communicated effectively across the whole organisation.

For further information please contact: Dr Amanda Potter 01737 555 862. amanda.potter@zircon-mc.co.uk Reference: Talent Management. Copyright © 2012 Zircon Management Consulting Limited. All rights reserved.

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