Integrated Talent Management

Integrated Talent Management (ITM) is designed to create a work environment that improves retention, engagement, performance, culture, leadership, succession planning, and employee satisfaction. Like a puzzle, all these pieces are necessary to create a culture and environment that will make your organization a great place to work.
1. Workforce Planning

 

Mission, Vision & Values

 

Mission answers the question, “Why do we exist?” It is a concise statement that is memorable and often becomes the slogan or catch phrase for organizational identity.

 

Vision is a more descriptive statement clarifying the mission.

It answers the question…

“What will this organization look like when it fulfills the mission?”

 

Values are the non-negotiable, uncompromising priorities of the organization. There are many things valued in every organization; these are the four to six most highly held values.

 

Strategy involves how things will get done, who will do them, and what competeces will be required for both staff and management.

2. Workplace Culture

 

Personal & Interpersonal Culture Competences

 

Ultimately, the issues of engagement and culture come down to leadership and trust. A great place to work provides you with a competitive advantage to retain your top talent.

Great Place to Work Institute gathers feedback from two million people and nearly 6,500 companies worldwide every year.

 

Over the past 20 years researching great workplaces these five dimensions are common characteristics employees identified that make a great place to work.

Organizational Culture Inventory

The OCI uses two assessments based on the circumplex to the right to determine levels of effectiveness and performance.

 

The outcomes provide a way to “see,” measure, and change the thinking and behavioural styles proven to drive the performance of not only individuals, but also groups and organizations. 

3. Learning and Development

 

In the absence of an intentional learning and development strategy organizations will struggle with ineffective leaders, dissatisfied staff and an insufficient talent pipeline for future needs.

 

 

The leadership strategy clarifies roles, expectations, competencies and process of transitioning through each level of leadership and the requirements for internal advancement.

4. Talent and Performance Management
 
Performance Management Innovation

Six Areas of Performance Management;

  • Strengths-based development: Creating development plans and engagement around identified strengths.

  • Innovative goal setting: Specific, measurable, and flexible as well as aligned to the team and business objectives.

  • Effective, continuous feedback: Goal-referenced, transparent, actionable, user-friendly, timely, ongoing, and consistent.

  • Coaching for performance: Focus on development and engagement to help employees meet and exceed their established goals.

  • Rewards: Decouple the performance review/feedback session from the compensation discussion.

  • Recognition: Replace annual recognition programs with continuous and social recognition systems. Shift the emphasis from formal recognition to more informal recognition focused on smaller, meaningful contributions.

     

     

     

     

     

     

     

     

     

Talent Management
 
The value of a long-term strategy enables organizations to ensure learning and development will have an impact on vision, culture and organizational effectiveness.

 

The development strategy should begin with the onboarding process and continue to clarify, expectations, culture, vision, recognition and rewards, career advancement etc. Your culture can be a tool to assess candidates, identify leaders, drive change, and improve productivity.

The Talent Life Cycle model provides a broader perspective of the talent management process, as well as exposing areas that have possibly been overlooked.

The talent management cycle is used to develop a talent scoreboard and design your human capital strategy.

 

A Talent Scorecard is simply a set of six to ten human capital measures that are tracked over time. Every organization should develop its own Talent Scorecard as a way of elevating the importance and visibility of Talent Management. It demonstrates a strong commitment to improve and leverage the talent of the organization.

 

 A series of questions are provided to evaluate the top priorities of the talent wheel.

​© 2013 Created by Paul Bailey