Talent Management is a phrase that is becoming a more frequent in the management lexicon. But is it just a fad or does management really understand the full implications of the subject. I guess the jury is still out on that one, because there are some very mixed messages.
Certainly the definition of talent seems to be broadening. Groups that include talent have moved beyond just senior leadership and now also include employees at mid-level with leadership potential, key contributor or technical experts, and entry-level employees with leadership potential. The group also includes high performers, although my own HR contacts seem to think that high performance is not the same as talent. It has also been broadened to include those in roles critical to delivering business strategy and those with skills in short supply and high demand.
How would you define talent? This list is taken from the October 2009 Towers Perrin report, “Managing Talent in Tough Times: A Tipping Point for Talent Management?” It is not clear whether this list was defined by responses or shaped by the questions but the inclusion of these latter categories suggests a definition determined more by self-interest than any sound theory. Nevertheless, I find it particularly encouraging is that 36% of the respondents considered talent to be “the entire workforce.”
Why is this encouraging? Because it points to a major philosophical dichotomy. You see, if you regard your entire workforce as talent you will inevitably adopt a different management approach to that adopted by someone using a more narrow definition. The narrower definition creates a great danger of dividing the workforce into two distinct classes: those who are talented and those who are not. This inevitably breeds an innate apartheid that will undermine all efforts to improve employee engagement and subtly sabotage performance.
Consequently, while the proportion that recognises this appears quite small at present, it is not insignificant and it will be interesting to see how it changes in the future. The extent to which this philosophy spreads will ultimately shape the whole talent management field. After all organisational success depends on the entire workforce and not just the talented few. Recognising this is the key to sustainability and long-term success. Hopefully you appreciate this and will play your part in making sure that it does become the de jure definition and that the workplace becomes a more pleasant and productive environment for all.
My next article, “Talent Management: The Strategic Disconnect” will give you a further insight into why a broader Talent Management strategy should be an immediate strategic priority.
Tags: talent management