Hello :))
I am an economics student living in Germany, and I will be writing my dissertation about the differences between Talent Management and standard HR approaches/personnel development. My task is to analyze what exactly is new with TM or if it is just old wine in new bottles.
Now I want to know if anyone can help me with this. I would be grateful for any helpful information. If you know any good e-sources, books, or have experiences yourself, PLEASE help me.
Thank you :)
From Germany, Worms
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2I am an economics student living in Germany, and I will be writing my dissertation about the differences between Talent Management and standard HR approaches/personnel development. My task is to analyze what exactly is new with TM or if it is just old wine in new bottles.
Now I want to know if anyone can help me with this. I would be grateful for any helpful information. If you know any good e-sources, books, or have experiences yourself, PLEASE help me.
Thank you :)
From Germany, Worms
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Hello 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 Teaching/preaching leadership has been replaced by employee engagement.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.
- empowerment
- satisfaction
- motivation
- engagement
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
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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.
- empowerment
- satisfaction
- motivation
- engagement
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
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'Talent Management' is a part of managing the employee life cycle, and its basic objective is to build people to meet the business needs of the organization. It starts with 'recruitment' aiming to pick the right potential defined by the company to select an applicant. Ways to assess and evaluate this potential need to be developed. A systems approach, logging these aspects, transforming 'potential' into 'competence', and evaluating how 'competence' was used to deliver 'performance' year over year is part of 'Talent Management'.
Therefore, talent management is an ongoing exercise that does not stop even when there are sufficient indications that an employee's 'competence' has reached a saturation level. Good organizations develop new competencies and skills, practice job rotations, and re-evaluate performance, all of which are part of talent management. Automation in HR has enabled the management of talent through online access to information related to potential, skills, competencies, achievements against goals, performance records, counseling data, training and development profiles, self-development initiatives taken by the employee, employment records, and other features that collectively provide the 'capability profile' of an individual.
'Talent Management', as an HR practice, deals with the creation and utilization of the 'capability profiles' of all employees in the organization to place the right people in the right slots. It has become a mature practice due to the use of HR technology. While HR professionals in the past were aware of the philosophy and dimensions of talent management, they lacked the tools to put this into practice. If you search for 'EmpXtrack' Blog on the web, you may find many articles connected with Talent Management that could help you in preparing your dissertation. Feel free to reach out if you need any clarifications.
From India, Delhi
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Therefore, talent management is an ongoing exercise that does not stop even when there are sufficient indications that an employee's 'competence' has reached a saturation level. Good organizations develop new competencies and skills, practice job rotations, and re-evaluate performance, all of which are part of talent management. Automation in HR has enabled the management of talent through online access to information related to potential, skills, competencies, achievements against goals, performance records, counseling data, training and development profiles, self-development initiatives taken by the employee, employment records, and other features that collectively provide the 'capability profile' of an individual.
'Talent Management', as an HR practice, deals with the creation and utilization of the 'capability profiles' of all employees in the organization to place the right people in the right slots. It has become a mature practice due to the use of HR technology. While HR professionals in the past were aware of the philosophy and dimensions of talent management, they lacked the tools to put this into practice. If you search for 'EmpXtrack' Blog on the web, you may find many articles connected with Talent Management that could help you in preparing your dissertation. Feel free to reach out if you need any clarifications.
From India, Delhi
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Bob 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 of course you are 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 not an HR person but found the following links to The McKinsey Quarterly: The Online Journal of McKinsey & Co on Talent Management at https://www.google.co.uk/search?q=wh...ent+management http://www.executivesondemand.net/ma...for_talent.pdf
From United Kingdom
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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 not an HR person but found the following links to The McKinsey Quarterly: The Online Journal of McKinsey & Co on Talent Management at https://www.google.co.uk/search?q=wh...ent+management http://www.executivesondemand.net/ma...for_talent.pdf
From United Kingdom
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Dear Mr. Wood,
Appreciating that you are working on a dissertation about "Talent Management." The best way to complete your desired work is to subscribe to 'Talent Management Magazine' or visit 'talentmanagement.com'.
Regards,
PBS KUMAR
[Talent Management January 2014](http://talentmgt-digital.com)
<i><link updated to site home></i>
<i>([Search On Cite](https://www.citehr.com/results.php?q=Talent Management January 2014) | [Search On Google](https://www.google.com/search?q=Talent Management January 2014))</i>
From India, Kakinada
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Appreciating that you are working on a dissertation about "Talent Management." The best way to complete your desired work is to subscribe to 'Talent Management Magazine' or visit 'talentmanagement.com'.
Regards,
PBS KUMAR
[Talent Management January 2014](http://talentmgt-digital.com)
<i><link updated to site home></i>
<i>([Search On Cite](https://www.citehr.com/results.php?q=Talent Management January 2014) | [Search On Google](https://www.google.com/search?q=Talent Management January 2014))</i>
From India, Kakinada
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Talent Management Emerges as Top European HR Challenge.doc
ARTICLE ON TALENT MANAGEMENT.pdf