Securing sustainable Talent Management information
Developing and maintaining talent is crucial to an organization. Having a Talent Management strategy in place is therefore necessary, as it determines which talents and key positions are vital to the growth of the organization. Part of this strategy is ensuring the transparency of development needs and objectives to both the organization and talent.
A common practice among organizations is to document performance reviews and employee trainings. These results need to be monitored and managed regularly. However, as is often the case, they do not have an HR Information System available for recording and updating data, which then makes it difficult to access relevant career information when they need it. The information is mostly “archived” in the minds of employees, which is far from best practice.
Where Talent Management is still at its infancy or the organization is small in size (less than 500 employees), a simplified registration system using general office tools, such as a spreadsheet, can be easily built and managed. In Microsoft Excel, the user may register talents, “performers” and “underperformers,” as well as record the required and desired development needs of both the organization and talent. For bigger organizations, however, this way of working is impossible, as the process can be unnecessarily tedious and time-consuming, especially when it comes to keeping management information up to date, accurate and free of errors. Added to this, the spreadsheet file may not be accessible to multiple or concurrent users.
Organizations that are concerned about efficiency and productivity require an HR Information System that transcends geographical, functional or departmental boundaries in managing their talent data. Imagine having a system that tells you, the moment you have a key position vacant, which high performer is the best successor.
Based on the findings of the NGA Global Talent Management Survey 2011, a common HR department uses 2 to 5 different tools at the same time to record the very same talent and employee data, making the process of Talent Management unnecessarily complex. Moreover, two-thirds of the organizations that use a dedicated Talent Management system have not integrated this system with their HR Information System. However, 75% of the respondents are convinced that integrating HR, Payroll and Talent Management processes into one system will simplify daily HR work and improve HR reporting and the quality of information in general.
When implementing a Talent Management system, an organization defines the scope of information that needs to be registered. Data entry can be quite labor-intensive and therefore has to be limited to what is required and relevant. Management information is the output of integrated Talent Management processes, where Recruitment, Performance Appraisal, Career & Succession Planning, Learning and Development, Compensation, Mobility and Exit are aligned to one another and linked with the organization (HR) strategy. Securing Talent Management information translates to the ability to generate the right match at the right time for both the organization and talent. This ultimately results in optimal use of organization resources.