The Future of Talent Management: Key Findings Part 3

May 31st, 2012 by Sarah Green Leave a reply »

TM strategies are not communicated effectively across the whole organisation.

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

Only a small percentage of organisations communicate their TM strategy openly. Less than 20% of the Leaders said that TM strategies are openly communicated. A further 35% of organisations communicate the TM strategy from top down and the remaining 45% said that the TM is communicated inconsistently or not at all.

Having a poorly communicated TM strategy is unlikely to create employee “buy-in” or demonstrate that the organisation is fully supportive of TM. We propose that there are significant positive benefits of addressing and improving the communication strategy; including increased motivation, engagement and ownership for development. As Kaplan and Norton (2008) state “Once the strategy has been formulated, managers need to translate it into objectives and measures that can be clearly communicated to all units and employees” (page 68).

Therefore, in order to achieve success, businesses need to improve their clarity of communication and simplify the talent message in order for the value of TM to be understood and consistently applied across the organisation.

TM strategies are not communicated effectively across the whole organisation.

88% of all Leaders said that keeping things simple is a key driver to developing the TM strategy. A high percentage of both Talent (92%) and HR (94%) Leaders recognised the importance of this driver when developing the talent strategy. A significantly lower percentage (77%) of Business Leaders recognised this as a key driver. Organisations therefore need simple yet effective talent strategies in order to achieve success.

Our research however suggests that the talent strategies within the organisations surveyed are rather complex and as a result there is a lack of common understanding across and within organisations. According to Kaplan and Norton (2008),“often the breakdown occurs right at the beginning, with companies formulating grand strategies that they fail to translate into goals and targets” (page 64).

Organisations have a real opportunity to simplify their TM strategies in order to ensure that leaders understand the “what and how” when managing, developing, and retaining their talent.

Look out next week for Part 4: Organisations are shifting from competency to capability models.

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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