A definition of talent management

“The systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles.”

Source: CIPD

Three ways to manage talent

Explain help talented people see the big picture and to

specify their personal contribution

Ask don’t just tell or assume – talented people know best

their own strengths which enhances engagement

Involve work with talented people and never over-manage,

give real scope for flexible contribution to goals

Source: Edward Gubman

Five conditions to get the most from talented people

Social purpose they are contributing to a

larger whole

Moral correctness they know their work and

organisation are ethical

Achievement-related pleasure they like what they are doing

and learning

Recognition their skills fit their jobs, they get

fair reward

Positive relations they network with good people

internally and externally

Source: Kourdi and Davies

Five reasons talent must be managed with care

The very best in an organisation are...

Seeking interesting, challenging, purposeful work

More loyal to function/profession than to an employer

Less accommodating of traditional work structures and authority

Very concerned about work-life balance

Prepared to take responsibility of their development and career

Source: DDI

Six challenges for talent management

Don’t recruit - attract talent by being a stand out employer

Build your differentiating ‘employer brand’ - and live up to this

Be different, invest unbegrudgingly in a thorough section process

Place talent with care – in the hands of your impressive leaders

Be flexible in employment practice and perks

Create a stimulating environment that talented people seek

Seven keys to talent management

Create an organisation where people want to work

Select the right people in the first place

Get them off to a great start

Coach and reward

Lighten up - make fun part of work

Selective retention - plan to keep the right people

Say goodbye - filter out those that need to go

Source: Leigh Branham

Seven reasons managers keep people on who should be released

Don’t want to highlight they made a poor selection decision

Guilt at over selling and under informing during selection

Dislike of confrontation

They know they haven’t given performance feedback well

Documentation of concerns poor – fear of formal procedures

They don’t want to go through it all again

Fear of mismanaging the termination meeting and its aftermath

Source: Leigh Branham

Seven reasons talented people leave too early

The job or workplace was not as expected

Mismatch between job and person’s skill sets

Too little interest, coaching and performance feedback

Too few growth and advancement opportunities

Stress from overwork and life imbalance

Feeling devalued and unrecognised

Loss of trust and confidence in senior leaders

Source: Leigh Branham

Eight rules for talent management

Assign senior and clear responsibility for talent management

Show genuine understanding of unique and individual needs

Be really careful about who manages your fragile talent

Have a meaningful, continuous dialogue with all involved

Protect appropriately, empower and reward achievement

Develop, review and adapt individual development plans

Be careful not to create a sub culture of elitism and detachment

Never be surprised by a leaver

Source: Andrew Gibbons

Twelve variables that directly impact on talentBelief Lifts your talent

Passion Energises your talent

Initiative Activates your talent

Focus Directs your talent

Preparation Positions your talent

Practice Sharpens your talent

Perseverance Preserves your talent

Courage Tests your talent

Teachability Expands your talent

Character Protects your talent

Responsibility Strenghtens your talent

Teamwork Multiplies your talent