Visible senior-level support is a must. A ‘talent panel’ is a useful way to keep directors and senior management involved, especially when it has representatives from across the organisation. Line managers are responsible for managing individuals’ performance and for identifying and developing talent in their own areas, but they should also be encouraged to see talent as organisation-wide rather than a local resource.

Talent management

Talent management seeks to attract, identify, develop, engage, retain and deploy individuals who are considered particularly valuable to an organisation. To be effective, it needs to align with business goals and strategic objectives. By managing talent strategically, organisations can build a high-performance workplace, foster a learning climate in the organisation, add value to their employer brand, and improve diversity management.

For these reasons, people professionals consider talent management to be among their key priorities. The CIPD Profession Map also recognises Talent Management as one of the special knowledge areas within the people profession and sets out the expected standards to follow.

This factsheet looks at the changing context of ‘talent’ and ‘talent management’ and it’s compelling benefits. It outlines the features of a talent management strategy, including aligning to corporate strategy, inclusive versus exclusive approaches, involving the right people, and the talent management loop.

What is talent management?

There are many definitions of the term ‘talent’ and organisations may prefer to use their own interpretations. That said, it’s helpful to start with a broad definition and, from our research, we’ve developed a working definition for both ‘talent’ and ‘talent management’:

Talent refers to individuals who can make a significant difference to organisational performance. This may be through their immediate contribution or, in the longer-term, by reaching their highest levels of potential.

Talent management is the systematic attraction, identification, development, engagement, retention, and deployment of those individuals who are of particular value to an organisation. This may be through their high potential or because they fulfil critical roles.

Many organisations are broadening their definitions, looking at the ‘talents’ of all their staff and working on ways to develop their strengths (see ‘inclusive versus exclusive approaches’ below). At its broadest, then, the term ‘talent’ may be used to include an organisation’s whole workforce.

Talent management programmes can include a range of activities such as formal and informal leadership coaching and or mentoring, secondments, networking events and opportunities to meet board-level individuals or directors.

Talent management has evolved from being associated solely with recruitment into an essential management practice, covering many areas such as organisational capability, workforce and succession planning, individual performance and development. Our 2020 Resourcing and talent planning survey report recommends:

HR Analytics Resource Library

  1. What are the aspirations of the organization and what are the goals that enable us to measure progress?
    When we talk about specific and measurable goals, we mean talent management metrics. These metrics enable us to keep track of what we’re doing and how well we’re doing it. Unwanted turnover is a good example of this. If we can’t retain our star employees, we will most likely not achieve our aspiration.
  2. What do we want to focus on?
    There are multiple areas in talent management that you can focus on. You can become a desirable employer. Being a top employer or being nominated as a Great place to Work requires substantial investment. This can be effective especially when you want to attract people from all kinds of backgrounds. However, if you have a very specific employee profile, for example, engineers, your time is better spent on developing a comprehensive tech sourcing strategy.
  1. Employer branding:Having a strong brand attracts even the best candidates.
  2. Employer reputation:Reputation is related to employee branding. However, reputation is more affected by external media the company has less control over. An example of reputation gone wrong is the banking sector in recent years, especially after the 2008 financial crisis.
  3. Candidate experience:The experience of the candidate influences the employer brand.
  4. Selection:Spotting and selecting the best is a critical part of talent management.
  5. Referrals:Talent knows talent. Referral programs are effective as they help to pick up candidates that onboard quicker and perform better. We listed 7 employee referral programs examples you can take a look at to get inspired.
  6. Onboarding:Getting people up to speed as quickly as possible helps to make them more productive and increases employee retention.
  7. Inboarding:Yes, you read it right. When people are promoted internally, they also need support to achieve maximum productivity. This is called inboarding.
  8. Engagement:Engaged employees are motivated, perform well, and are more likely to stay.
  9. Retention:Retention strategies help to keep the best people on board. An example is succession planning.
  10. Succession planning:You want to be able to fill crucial top positions whenever they become vacant. Having a talent pipeline that ensures succession planning is a key element in this.
  11. Learning and development:This is not only a common talent management practice, it’s also a Human Resource best practice. Educating employees helps increase performance and retention. After all, once you’ve recruited the best people, you want to make sure they remain the frontrunners in the field, right?
  12. Performance management:An essential part of managing talent is tracking and improving their performance.
  13. HR analytics: As we’ve said before, by leveraging data you can ensure that you’re hitting the right KPIs that have an impact on business outcomes.

Examples of digital talent management

So what does talent management look like in this digital age? It encompasses all of the above but is supported by a range of HR tech tools. Think of them as your digital toolbox. We’ll highlight a few of them.

Candidate (Pre)Selection

With the help of machine learning techniques, customized algorithms can then make predictions about a candidate’s likelihood of success in the role they apply for. Companies like Harver, HireVue, and Pymetrics provide this kind of HR matching technology.


Onboarding is a part of the recruitment process that has long played – and often still does – second fiddle. A terrible shame, because a disappointing or non-existing onboarding experience is one of the most important reasons new hires leave prematurely.

We’ve said it before, the onboarding period is like the honeymoon for new employees. They’re still on a high from getting that amazing job they wanted so badly and can’t wait to dive right in. As an employer, you want to seize that moment.

There’s some great HR onboarding software out there that takes care of the entire process. From the moment the candidate accepts the offer to the creation of a personalized induction program that you send straight to your new employee’s phone.

Talent management

Strategic priorities are key in selecting the focus areas for HR. They answer questions like: Should we prioritize sales or marketing? Are we focusing more on expanding our customer base or on deepening our customer relationship? Are we working in a project-based manner or are we an operational partner for our clients?

Talent management

Talent management seeks to attract, identify, develop, engage, retain and deploy individuals who are considered particularly valuable to an organisation. It should align with business goals and strategic objectives. By managing talent strategically, organisations can build a high-performance workplace, encourage a ‘learning’ organisation, add value to their employer brand, and improve diversity management. For these reasons, people professionals consider talent management to be among their key priorities.

This factsheet looks at the changing context of ‘talent’ and ‘talent management’ and it’s compelling benefits. It outlines the features of a talent management strategy, including aligning to corporate strategy, inclusive versus exclusive approaches, involving the right people, and the talent management loop.

Talent management strategy examples

The University of California

If you want to see a good example of a detailed talent management strategy, I suggest you take a look at the HR Strategic Plan 2015-2018 of the University of California. They’ve defined a mission and strategic themes for every part of the talent management process; benefits programs and strategies, compensation programs and strategy, employee relations, etc.

Strategic Themes : Align staff compensation programs with relevant markets (particularly total cash). Promote understanding of compensation at UC, and recognize compensation as a competitive tool to drive organizational results.

Mission : Provide tools to managers to administer programs in a fair, efficient and consistent manner.
Create and deliver robust education and training to managers and employees regarding compensation
programs and the role of these programs at UC.

As you can see, there is a clear relationship between the University’s talent management practice here (promote understanding of compensation) and the organizational goal (compensation as a competitive tool to drive organizational results).

Danone in China

At Danone, they were facing the issue of developing business in China. To address this, the company developed and implemented its Bo Le Talent Management Program. The goal of this program was twofold; to transform the HR structure and to attract, develop, and retain young Chinese talents.

The Bo Le Program focuses on accelerating the build-up of a talent pool in the vast and fast-growing Asian market. Developing this talent pipeline enables Danone to have the right high-standard talents to continue its rapid growth in this strategic reason.

Loews Hotels

As a result, Loews has been able to build an environment characterized by transparency in which everyone is working towards the same goals. In terms of tangible results, the group’s guest satisfaction went from 5th place to 2nd place and its employee satisfaction levels increased.

A talent management strategy can be created by 1) listing the strategic priorities of the organization, 2) connecting talent management practices to these priorities, and 3) mapping the actions required to implement this strategy.

To execute your talent management strategy, you will have to redesign workflows, use software systems to guide these workflows, train people in these workflows and systems, and use relevant metrics to measure your success.

Talent management

Talent management refers to the way in which a company puts together the best workforce for its business model and continues to develop and meet the individual motivations and needs of employees so that they stay with the company.

HR Certification

Stand Out Shining. Start & Grow Surest in Your HR Career.

The TMP ™ , STMP ™ , and GTML ™ credentials from the Talent Management Institute are the most powerful indicators of proven promise and potential for professional excellence in the complex and exciting talent management discipline globally today. In a world that is getting intensely talent-focused, it is critical for organizational HR systems, strategies and leadership to have the capability to competently and seamlessly build Talent Management into their fabric as the driver of competitive superiority, strategic agility, business performances and corporate esteem. TMI-credentialed talent management and HR professionals lead transformation of HR into an engine of superior organizational performance.

Talent Management Practitioner

Senior Talent Management Practitioner

Global Talent Management Leader

Talent Management

The Huddle of the Year for Talent Management!

World Talent Management Day

Block your calendar for a special 4 hour event featuring keynote and insight sessions by leading researchers and academics.
Not to be missed are multiple discussions among industry experts, consultants and practitioners on the most pressing issues and the most exciting opportunities in Talent Management today.

The frontiers of Talent Management are rapidly expanding to amplify the capacities of HR and its impact on how 21st century businesses can compete and grow successfully amidst flux and uncertainty. TMI is closing the knowledge gap in the discipline with several high-quality reading and reference resources available in digital and printed formats for a wide variety of Talent Management stakeholders. Most notably, the list includes the seminal Talent Management – The TMI Handbook for Practitioners, the world’s first; most authoritative text ever written on Talent Management. The list also includes the journal on applied Talent Management, a clutch of publications on the future of work and leading-edge HR and Talent Management practices. A collection of these exclusive knowledge resources makes up the TMI Resource Box, which is given complimentary to all registrants of TMP ™ , STMP ™ , GTML ™ and all Fellow programs in Talent Management.

What Is The Need For The Talent Management Process?

Do you really think hiring and providing training is enough for your employees to increase retention? Then that’s where you might lack. Regular communication, feedback, and improvement in the strategies are needed to reduce employee turnover.

Talent management helps human resources attract and retain the most valuable asset, the employees. Therefore, efforts must be made to cultivate employee engagement and mutual communication within the organization. Moreover, the system also helps grow happiness, branding, and lowers employee repulsion.

The strategies help develop practices where the employee’s issues and decisions are heard without any favoritism. Besides, as the hiring requirements are redesigned to drive in the best talents, the employee branding of the organization also experiences a positive impact.

Please select from below options to help us improve our content

The Talent Management Workflow Model

Different models have come till now and what every model suggests is to implement new and digital tools to maintain and nurture talent. So here is the workflow model describing the details in a cyclical format to accomplish a positive working culture.

Talent Management is not a simple and single-day workflow. Instead, it is a process that highlights the path to maintaining employee productivity throughout employment. It begins right from the moment of the planning to hire a candidate.

1. Manpower Planning

Like every theory and process, the first step is to plan out how the whole process will move further. As soon as any open position pops up in the organization, the first step is to create a detailed job description, including the roles, rights, responsibilities, and eligibility criteria. It also states the initiatives taken for engaging and influencing the recruitment and interview process.

2. Talent Attraction

The next step is to discover the ways to reach the right candidate. The vacancy description made during the first step must be informative and engaging to attract and drive-in candidates who have the right skills that match. The candidate sourcing could be from social media sites like LinkedIn, external job portals, internal employee referrals, and external agents.

The employer brand and the culture of your organization expressed during the process helps in attracting the correct skilled candidates. The candidate pool is a broader area where you have to find your worthy and promising candidate. The accurate recruitment method and the possible reach to candidates using all the sourcing methods will define how and what candidates will approach you.

3. Talent Assessment

When candidates start to approach you, you must be well-prepared for assessing and checking the candidates’ knowledge that will suit your job responsibility and organization culture. Therefore, it is unnecessary to keep a single assessment; try checking the employees’ informative skills and personal and professional conduct through two or three rounds of logical thinking, technical aspects, and personal interview.

According to LinkedIn, about 83% of candidates feel that a hostile interview drives them away and changes their minds about the role and job. The methods of assessment you choose must be appealing to your business requirement. Because you cannot identify a candidate from their CV.

4. Talent Acquisition

Once you have assessed the candidates thoroughly, the most relevant person is selected for the job. The acquisition is limited to the selection of the candidates; they also need to be informed about the organization’s culture and practices through an effective onboarding process. However, these are now shifted from manual to automated onboarding solutions that suit businesses of all sizes. Many organizations have made onboarding easier for the management to hire fresh talents and implement newer ways of creativity in the workplace.

5. Development

Employees you hire might be experienced or fresher. Expecting them to follow the work without any training is not appealing to your culture. Developing the candidates for job roles by promoting learning management, providing appropriate sources, and training them to upgrade their skills, improves capacity building and engagement. Regular training programs must be planned to keep up with newer technologies. It helps the employees to get in touch with new technologies, upgrade their skills and improve their thinking capability. It is, in fact, helpful in staying focused on organizational goals.

6. Performance Management

When the organization invests in training and development programs, it becomes essential to track if the skills are improved. Without the improvement in employee performance, the training provided comes into doubt. It is no doubt that the organizations wouldn’t use software for performance measurement, while they offer training.

7. Talent Retention

Along with recruiting, talent retention is also an important area to look after. The people you have provided training and professional development also need to be retained through the proper use of benefits administration. The potential benefits and resources that the employees are liable to must be provided to have them for a longer time. Also, benefits are not the only thing essential. Better engagement practices also help keep the working environment positive to retain employees.

8. Transitioning

Hiring and retention is one thing. A better talent management process includes succession planning also. It also states to improve the growth of individual employees. The talent management process includes retirement benefits, exit interviews, and succession planning. For a better transition, the employees are promoted based on their skill level, and their roles and rights are modified for a better management.

Talent Management KPI Examples

On a larger scale, great talent management KPIs allow the business to ask: Why is this happening and what can we do about it? For instance, in analyzing turnover, the business can further drill down to see if turnover differs by demographic characteristics, functions of the business, teams and managers. If there are trends, management can dig into and address the reasons.

LinkedIn’s 2020 Talent Trends Report points to a great, real-life example in Discovery Limited. In 2017, it implemented talent analytics with the aim of lowering attrition among its workforce of 16,000 people. To that end, The South Africa-based international financial services organization built a “human capital dashboard” which captured data on organizational structure, headcount, demographics, recruitment, retention, employee engagement, diversity and inclusion, employee well-being, compensation and more.

By tracking KPIs around these metrics, the dashboard makes it easy to drill down into attrition by a lot of different criteria — top performers, critical skills, demographic trends and overall turnover and recruitment costs. Employees can now be flagged as “flight risks,” and have managers step in to help. Attrition has been reduced to below 12% from 16% three years ago, and now, the company is employing a machine learning model to improve predictions and boost accuracy.

Tracking and Measuring Talent Management KPIs with HR Software

Many organizations are seeing big gains by making small changes around intangible factors that are more difficult to measure, such as the employee experience. For instance, as a part of all of the functionality that comes with a full-fledged HRMS, NetSuite’s SuitePeople gives employees an easy way to recognize their colleagues for contributions and achievements, and to foster a positive work culture. Employees can access the functionality within the NetSuite interface and award kudos to individuals. The software offers the ability to configure the kudos to unique organizational goals and values.

For instance, NetSuite SuitePeople and its “Kudos” functionality give companies the ability to automate employee recognition, making it more visible and seamless, and in the process, increasing participation rates. Employees are in NetSuite for project management, PTO requests and time sheet management, and they’re therefore more likely to send recognition.


Leave a comment

Your email address will not be published. Required fields are marked *