How to use an employee-centric approach to build an integrated talent management framework
How to select what data to collect
Why HR is so valuable as a whole
We’ve all heard how important it is to integrate our talent management processes. For the past five years it is just about all we have heard from the great oracles of HR. The benefits are compelling. We know that those organizations that have managed to successfully integrate their talent management have 26% higher revenue per employee, 17% lower staff turnover, and many other exceptional business benefits.
So why is it that despite all of the research and theorizing, most companies are struggling to determine their integrated talent management approach? Three things hold them back:
A specific business case for change
The right data.
A cross-functional framework.
If you find yourself in this position today, join Charlie Atkinson and the HCI team as they use an employee-centric approach to build an integrated talent management framework, selecting how and what data to collect, and so building the business case for integrated talent management. In so doing they demonstrate the value of the HR function as a whole.
Success at the corporate level depends in large part on the ability to accurately describe, evaluate and predict the present and future state of organizational leadership. A clear leadership model is the foundation for promotion management, building succession plans, and managing high –potential programs. The challenge is to define a clear concept of leadership and yet still leave room for individual differences, innovation and alternative approaches. This challenge of balancing the needs of the whole while valuing the contributions of its parts is amplified in multi-cultural corporate environments.
The longtime implications of data in recruiting reach even deeper than just leadership assessment; leadership development and talent management have also benefited from modern psychometric techniques. Not to mention the explosion of ...