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Talent Management Excellence

Talent – and effective Talent Management – play a crucial role in the ability of organisations to compete successfully in the competitive global arena. Having the right people available and highly engaged enables an organisation to implement its strategy timeously, to capitalise expeditiously on future opportunities and challenges, to deliver innovative and trend-setting products and services; and to attain and sustain operational excellence. Talent has become, alongside leadership excellence, a top strategic organisational concern globally. The shortage of talent globally, and the resulting war for talent, makes talent an even more pressing strategic issue, which is bound to grow in importance.

by Theo H Veldsman

ABOUT THE AUTHOR
Theo H Veldsman is the author of Into the People Effectiveness Arena – Navigating between chaos and order (KnowRes, 2002). Contact him at theoveld@mweb.co.za.

Talent-driven organisations endeavouring to win the talent war adopt a long-term, integrated and systemic view of their talent and its management. In other words, they adopt a strategic talent posture. As a concrete expression of this posture, they craft a strategic talent plan in support of and enabling their business strategy. Through this posture and plan, these talent- driven organisations strive in an uncompromising manner to be Employers of Choice hiring Employees of Choice.

Being an Employer of Choice         
Talent-driven organisations, in their striving to be an Employer of Choice, do the following:

• Explicitly place people, as the only true value unlockers and wealth creators in the organisation, at the centre of the future sustainable success of their organisations. Talent-driven organisations are passionate about people, and genuinely live that passion.
• Regard and treat all of their employees as talent, not only the successful or high- potential individuals. The good solid citizens of the organisation who consistently meet their performance requirements, but have not realised their potential fully, are also seen and treated as talent. These organisations do not differentiate between the ‘talent full’ and ‘talentless’, and do not have first- and second-class citizens in terms of talent. Everyone is seen and treated as talent. All of the people employed by the organisation, regardless of talent status, are regarded as genuine partners in the organisation, which implies that everyone has to take co-responsibility for the longer-term success of the organisation.

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