The Talent Management is said to be one of the hardest and most unforeseeable venture that the managers have to face, though the ability to run this appropriately is considered as an advantage.
There are numbers of companies that are not far-sighted, they don’t predict their future or even consider current recruitment needs, in result no action is finally taken.
On the other hand, there are also some companies that make their decisions quick and dynamic and that unnecessarily engages the executive search consultants in providing their support for lower-level recruitment needs. The most of currently used talent management models are based on ideas from late 50’s (past century), which still focus on succession of selected employees (in regard to already existing structures).
It is worth to mention that the model that we have already wrote about is highly inadequate to what 21st century brought us, mostly because of how the market has changed (previously it was more foreseeable and now the business can generate unexpected and high expenses). Therefore, all of us need to remember how the reality (in which those talents exist) has also changed. What we got used to is a place where the vacant position was unique and rather rare and the business was the one that had to convince talents to join them (using it’s location, funds or even technologies that they used). The safeness was on the both sides- either the worker that had certainty of carrying the position or company of loosing its employee mostly because he has no other place to go.
Luckily this reality is already gone and what nowadays brought us is growing interest in executive search services. There came a time when human resources and talents become more a luxury good, that we could even expected. Being a rare talent makes the employees higher their expectations and not making as much commitments*.
If you would like to get more specific information about talent acquisition, especially in such a challenging field as IT sector is, please get through the article at:
https://www.sowelo.eu/blog/key-challenges-facing-leaders-2014/
What Cappelli points out is the need to fit better into current market needs. Surprisingly, the model already do exist and it corresponds with supply chain management, which is used in foreseeing and fulfilling demand in uncertainty conditions.
The talent on demand model refers to JIT (Just-in-time), which actually means to combine the ability to training employees internally plus acquiring a new talent, especially thanks to the executive search consultants. The up-to-date model of talent management should rather bring to mind a way of how production company is being managed.
Just like it the company the key issue is to delete supply bottlenecks, here in the field of the talent management, the most important matter is the possibility to get through all of the difficulties that prevents getting promotion.
To get more effectiveness, managers should especially minimize the time that is dedicated for training so-called reserve employees (people with a chance to get promoted but being left in case of future opportunities) and at the same time to improve the forecasting methods (those which in future might help to avoid unnecessary risk and mistakes that might have appear in a field of recruitment and human resources)*.
The insecure and dynamically changing business environment is the reason why managers in nowadays have to fit into new model of how to run a business. This might be the only way to effectively manage human resources and at the same time get back funds that the employer invested in the training package.
If anybody is looking for the necessary combination of tools and solutions, the talent on demand model, brings all the answers.
Sources:
E. Michaels, H. Handfield-Jones, B. Axelrod, The War for Talent, Harvard Business School Press, Boston 2001, s. 6
P. Cappelli, Zarządzanie talentami: Model na XXI wiek, Harvard Business Review Polska, maj 2010
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