Elements of a Global Integrated Talent Management Framework

HR is ideally positioned to manage the one asset that matters most to business value creation, i.e., human capital or talent.

However, the most familiar form of the HR model, marked by its focus on siloed functions of hiring, developing, motivating and rewarding talent, cannot and does not assure organizational leaders that the business value of talent will be timely acquired, agilely organized or surgically applied to its highest and best use in the business. To deliver the business value of talent, HR needs to re-orient itself away from being functionally-centric to being talent-centric in the pursuit of business strategy achievement.

This session will present perspectives and methods HR leaders can develop on their own to re-orient their HR function toward fulfillment of business strategy and to operate talent systems as a more integrated and cohesive whole. The focus is on strategic integration concepts and methods, not on integrated technology platforms.

Topics include:

1. understand business strategy differentiation; why talent is differently defined as exemplified by companies such as Google, Apple, Wal-Mart, Microsoft, etc.

2. understand talent strategy differentiation;

a) define the demand-side of talent management in terms of business strategy requirements, which informs and rationalizes all subsequent talent planning and actions
b) architect the workforce in terms of strategy impact and extent of enterprise-specific knowledge
c) decompose business strategy to specific role and talent requirements; special consideration of the leadership pipeline and succession management

3. a four-factor model for assuring operationally-ready talent supply and retention

4. use the SIPOC process model as a means to integrate talent management activities across HR domains

5. considerations of the globalization of talent

HRVPs/HRDs, heads of HR functions, workforce planners

Be able to: 1. define the demand for talent, aligned with business strategy 2. use a model to assure talent supply 3. integrate talent management across HR at a process level using the SIPOC process model 4. understand issues of the globalization of talent

The Balanced Scorecard Strategy Maps The Team Handbook The People Capability Maturity Model

		David Fox Thomson Reuters View Profile