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UK – Strategies to prioritise talent management

16 December 2013

The latest report by the global network of professional service firms, KPMG, has revealed that many organisations are taking a narrow approach to talent management strategies, with many taking a short term approach.

According to Stephen Gilbert, Practice Director at ReThink Talent Management, there are three key steps HR professionals must implement to avoid this and ensure talent management remains relevant to both businesses and individuals:

  • Meet the need: Talent processes can often become overly complicated causing confusion over the role and impact of these strategies. It’s vital that any talent management solutions tackle the real problem senior business managers face: resourcing gaps. According to Mr Gilbert, “The talent management arena has created an industry for itself by developing innovative talent solutions that often simply don’t match the demand. At the end of the day, business decision makers are looking to talent managers to fill staffing gaps, the intricate details of how this is done is not their concern.”
  • Focus on quality not quantity: The fundamental goal of any talent management plan is to ensure the right people are in the right role, at the right time. Highlighting the large number of candidates interviewed or promotions given are irrelevant. As Mr Gilbert explains, “People development is not, nor will it ever be, a simple numbers game. There are too many talent managers using only figures to report success to the board, but getting 10 new starters into the business will be a waste of time and money if they do not stay in a role long enough to make an impact. Talent management is much more a quality focused service that will have long term results.”
  • Embrace technology: The world is becoming increasingly digital and technology is playing a greater role in the business arena, yet few are using this resource to its potential. According to Mr Gilbert, “HR and talent management professionals have long discussed how ‘technology’ can be used for people strategies, yet little has materialised from this. Talent management solutions must evolve with the audience and embrace the opportunities new technology can offer, or risk becoming irrelevant. For example, if, as the CIPD’s Social technology, social business report indicates, almost two thirds (61%) of the UK workforce use a mobile device for work, something as simple as ensuring the company careers website is accessible on mobile, can be hugely valuable.”

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