Using talent-management audits can improve HR's results
✍ Scribed by Robert C. Preziosi
- Publisher
- John Wiley and Sons
- Year
- 2008
- Tongue
- English
- Weight
- 105 KB
- Volume
- 35
- Category
- Article
- ISSN
- 0745-7790
No coin nor oath required. For personal study only.
✦ Synopsis
T here continues to be a need for organiza- tions to address the issue of talent management. Nearly every week, I find myself in a conversation with one or more HR executives about ways to hire and retain employees who consistently, and positively, affect the bottom line. Susan Meisinger, president of the Society for Human Resource Management, believes that replacing the skill sets that walk out the door will be a major focus for HR for at least another decade. 1 There is no shortage of suggestions to address the issue. One of the more frequently mentioned ideas is to expand succession-planning efforts. Cindy Marsh suggests that to prevent business disruption, key roles from the executive management team through lower levels should be included in an organization's succession plan. 2 Marsh's article exemplifies what is being written and discussed in the talentmanagement arena. The focus always seems to be on a single tool or on a single HR subfunction. There seems to be a lack of information on strategies that can help HR improve talent-management efforts with the broader picture in view. HR metrics and human-capital analytics fill some of the gap, but they do not provide a total answer. This article is intended to help HR first assess how the organization is doing with its talentmanagement efforts and then identify appropriate actions.