In the boardroom bunkers and in the cubicle-filled trenches, the early skirmishes of the next war are being fought. But unlike a conventional war, this war doesn’t need truckloads of arms and ammunition, …it’s a war that truly is of a different kind…a war where most of the action is guerrilla warfare to poach the best and the brightest minds for their skill sets, knowledge, capabilities and unique talents…Some call it ‘Old wine in a new bottle’…”A fight for Survival’ while some call it ‘War for Talent’…or a ‘Global Business Pandemic which is changing the rules of the game’..Whatever the name you choose to give….it is classroom theoretical concept that now has become the business imperative discussed and debated by every Senior Leader.
This blog is my personal narrative and a short story of a rather long and arduous journey of implementing Talent Management process. Like many in the field of Talent Management, we at Group Human Resources were dumbfounded with the challenge of finding our ‘A’ Listers in a complex web of 110 companies in 16 different sectors spread across 23 geographies of the world. With the origins of Talent Management initiatives during the turn of the 21st century, today this process has the potential to alter the dynamics of the way we do our manufacturing business around the world.
Step1-Institutionilizng Core Talent Management process and Manual Record Keeping : After conducting multiple awareness sessions with our Senior Leaders to garner their support for this initiative, we designed our Core Talent Management processes with a tactical focus of recordkeeping.
Step2: Automating most Talent Management processes with PeopleSoft HCM: As the initiative gained momentum and a higher buy-in from Senior Leaders, here was our chance to climb another level on the Talent Management Maturity ladder by establishing a system of record – PeopleSoft HCM, automating the Assessment Centre Report process by our 3rd party Assessment Centre vendors, specifying the possible career trajectories for our ‘A’ listers – or top performers and capturing their Individual Development plans that were actioned upon and monitored regularly. PeopleSoft HCM gave us the perfect platform for automating, collecting and mining this rich source of data required to bolster the Talent Management process.
Step 3: Integrating a Talent Management system with the HCM system: With the career and succession planning data automated and easily retrievable, we embarked upon a mammoth task of designing the critical management dashboards within Hyperion BI for all our Senior Managers. Our dashboards gave a snapshot of the Leadership Pipeline, the status cum success of our Talent Management processes, key information about our High Performers including attrition analytics etc required for better decision making on managing talent better.
While many organizations like mine are currently on Step 3, they are all striving for a unified system of talent management which would extract data from their Financial systems, Manufacturing and Business software as well as their Payroll and Accounting solutions to help managers make holistic decisions on talent management. After all, the key differentiator in a world of product, service, marketing and information commoditization is ‘Talent’ and managing it only makes business sense 🙂
References: Future of Talent Management |Taleo Research Study.