Bob GatelyHello Mrs. Wood,
It is far easier to change our own behaviors than to change other people's behaviors and changing our own behaviors is nearly impossible for most of us without wanting to change and without help. Telling and insisting that others change is a fools errand and is a cause of employee disengagement.
Empowering a workforce is easy to do; have all executives, managers, and supervisors do their jobs well all of the time. The hard part is getting the executives to do their jobs well, the next hardest part is getting managers to do their jobs well, followed by supervisors doing their jobs well. Employees will be doing their jobs well if everyone above them is doing their jobs well. Look out, employee engagement is about to take hold. Some employers want to skip the executives, managers and supervisor parts and go right to the employees, but that is not how employees get engaged.
Employers have tried all sorts of things to create successful employees who do need to be managed. Teaching/preaching leadership has been replaced by employee engagement. That won't work either until managers learn how to hire and manage employees who will become engaged if managed well, treated fairly, and paid accordingly.
Employers did not find the following employee concepts too useful…
- self management.
There are many factors to consider when hiring employees but first we need to define talent unless "hiring talent" means "hiring employees."
Everyone wants to hire for talent but if we can't answer the five questions below with specificity, we can't hire for talent.
1. How do you define talent?
2. How do you measure talent?
3. How do you know a candidate’s talent?
4. How do you know what talent is required for each job?
5. How do you match a candidate’s talent to the talent demanded by the job?
Employers need to assess for:
- Cultural Match (Cultural Fit)
- Skills Match (Competence)
- Job Match (Talent)
Some employers assess for all three.
Potential is identified during the Job Match evaluation.
Empowering a workforce is easy to do; have all executives, managers, and supervisors do their jobs well all of the time. The hard part is getting the executives to do their jobs well, the next hardest part is getting managers to do their jobs well, followed by supervisors doing their jobs well.
Employees will be doing their jobs well if everyone above them is doing their jobs well. Look out, employee engagement is about to take hold.
Some employers want to skip the executives, managers and supervisor parts and go right to the employees, but that is not how employees get engaged.
From United States, Chelsea
B K BHATIA'Talent Management' is a part of managing employee life cycle and its basic objective is to build people to meet the business needs of the organization. Its start point is 'recruitment' with the aim of picking up the right potential. Potential is, therefore, to be defined by the company based on what they are looking for to select an applicant. And ways & means to assess/ evaluate the potential are to be evolved. A systems approach, of logging these aspects, transforming 'potential' into 'competence' and evaluating, year over the year, how the 'competence' was used to deliver 'performance' is a part of the 'Talent Management'.
Therefore, talent management is an on-going exercise which doesn't stop even if there is sufficient indication that employee's 'competence' has reached the saturation level. Good organizations develop new competencies & skills, practice job rotations & re-evaluate performance. All this is a part of talent management. Automation in HR has enabled today the management of talent through online access to information pertaining to potential, skills, competencies, achievement against goals, performance records, counseling data, training & development profile, self development initiatives taken by the employee, employment record and many other features which collectively give the 'capability profile' of an individual.
'Talent Management' , as an HR practice, deals with creation & utilization of the 'capability profiles' of all employees in the organization with a view to place right people in the right slots. It has become a mature practice because of the use of HR technology. While HR professionals in the past were quite aware of the philosophy & dimensions of talent management, they didn't have the tools to put this into practice. If you search for 'EmpXtrack' Blog on the web, you may find many articles in it connected with Talent Management. These may help you in preparing your dissertation. You are welcome to get in touch if you need any clarifications.
From India, Delhi
nashbramhallBob Gatley and B K Bhatia have given you some sound suggestions. Hence, let me ask you some questions before giving some links. Please let us know what level course are you doing and in what mode? Have you searched the web for the information?
As a retired academic, my advice to students is to search the web and tell us what they think about the problem they pose; then seek help to dispel any misconceptions they may have and/or to improve the draft script.
I am no HR person but found the following link to The McKinsey Quarterly: The Online Journal of McKinsey & Co on Talent Management at
From United Kingdom
pbskumar2006Dear Mr. Wood,
Appreciating that you are doing dissertation work on " Talent Management " . The best way for completing your desired work, better you subscribe 'talent management magazine' or search " talent management.com
Talent Management January 2014 <link updated to site home> ( Search On Cite | Search On Google )
From India, Kakinada