Posted on Jan 28, 2015 @[email protected]

Talent Management

By Robert Boroff

In Claudia Lacy Kelly’s article “What Directors Should Ask about Talent Management,” she discusses the impact of the retiring baby boomer generation to the corporate world. Due to the recent drop of investments in retirement accounts, the baby boomer generation may remain in the work force longer, maybe. Nevertheless, it presents an excellent opportunity for organizations to explore the question of how they are going to manage their talent through proper succession planning. Kelly states that, “there are seven key questions directors should be asking about the companies they govern:

Bullet Arrow What C-level succession-planning process is in place?
Bullet Arrow How is the company assessing competencies of its senior executives and those immediately below them?
Bullet Arrow How much time do senior executives spend on succession planning at the senior executive level?
Bullet Arrow Who owns leadership/career development and succession planning below the CEO, and how are they being run?
Bullet Arrow How is the company approaching global workforce planning? What are the critical talent gaps the company faces over the next five years, and what programs does the company have in place to fill them?
Bullet Arrow What is the company doing to retain mission-critical and high-potential talent?
Bullet Arrow Is the HR function providing the critical leadership needed to drive these key questions?”

Talent management refers to the retention process of employees within a company. HR professionals are typically responsible for seeking out talent, hiring new employees, training them and giving them the tools they need to be successful in their new positions, and implement benefits to entice employees to remain with the company. The critical point in HR duties is when C-level executives are approaching retirement within at least a five year window, HR needs to implement the transition of the next employee for the position.

Corporations need to have three types of succession plans available for C-level executives including a plan for intended retirement of the individual, a plan for an unexpected early retirement or termination of an executive, and a final action plan to take place immediately if an executive leaves without preparation. It is crucial for businesses to implement succession plans and enlighten members of the company about future successors. HR should have an available database of potential candidates that could fill any position at anytime if an emergency should arise within the company.

Kelly states that, “it is generally less expensive and more productive to keep the people you have than to recruit new talent.” Employees promoted within the company have already internalized company values, learned the company structure, and been trained to take over the new position. Talent management within a company is performed by HR who implements training sessions, personality assessments, and analyze work styles. HR provides the candidates, the knowledge, and the resources for management to make effective hiring decisions. Training upcoming executives in order to prepare them for their future role is essential to the transition from one position carrier to the next.

Talent management is crucial for the success of executive transitions, but HR and management must also be prepared to hire individuals in new positions within the company for internal growth opportunities as well as international expansion of the company. Talent management is all about employee satisfaction and smooth company operations. Management needs to be aware of future succession plans and support the development and training of the next generation executives.

Robert Boroff Executive Profile Managing Director Reaction Search International

•       Uses over 17 years of industry experience to provide clients with proven recruiting strategies that garner results

•       Leads a team of Executive Recruiters in fulfilling clients important hiring needs in a time and cost-effective manner

•       Keeps abreast of business and market trends in order to effectively consult clients on their hiring requirements

•       Skilled at using traditional and contemporary recruiting practices

•      RSI recruits top executives from around the country in a wide range of professions, including: Accounting, Advertising, Aerospace & Defense, Biotechnology, Banking, Board and CEO Services, Computer Hardware, Construction, Consulting, Consumer Products, Computer Software and Hardware, Education, Energy & Utilities, Entertainment & Sports, Financial Services, Food Products, Government, Human Resources, Health Care, Hospitality & Tourism, Insurance, Industrial, Internet & New Media, Legal, Journalism & Publishing, Marketing, Manufacturing, Medical Device, Non-Profit, Pharmaceutical, Real Estate, Retail & Apparel, Sales, Technology, Telecommunications and Transportation.

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Career Managment, Corporate planning, Employee Management

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