Talent Management Requires a Talent Management System

The flattening of structure is meant to increase responsiveness and decision making.  However, it can hurt those at the lowest level because they will no longer receive hands-on and frequent performance assessments, nor will they be getting strategic training and development. So, the very agility desired, speeds organizational behavior at the risk of thoughtful study and talent placement. Human Resources in this environment needs new responses to these new talent management needs – and one of those is a Talent Management System. The Talent Management System provides analysis and data capture tools for recruiting, performance, learning & development and compensation. It helps streamline the process and reduces the need for middle management (but does not eliminate it).

When an organization flattens its structure in an effort to increase its agility, one negative side effect is the reduction in the depth of the talent bench. This lack of depth tasks leadership and management because the skills at the next level are thin. This can hurt performance and the setting of strategic goals.

Globalization is a relative term. Talent Management is not.

Even the smallest businesses think big. In doing so, they extrapolate their goals and dreams to a new paradigm. As Human Resources has re-invented itself, it became a form beyond the ambition of the smallest businesses to be a true contributor and potential profit center to the business.  In a recent article on HR predictions, Josh Bersin wrote, “We predict a new model of HR will emerge, one which focuses on global delivery of core services, talent services, as well as what we call ‘strategic enablement’ services. And, technology will play a much larger role.” (yes, a Talent Management System)

Globalization requires talent mobility.

People must work smarter, and that creates need for on-demand blended learning well removed from the classroom chalk and talk models. It demands a new curriculum that exploits technology platforms, and incorporates gamification architecture. With employees reluctant to design their own studies and careers, HR must engage workers with creative and rewarding work to reduce turnover. Without a strategy for talent mobility, high-potential performers see no place to go.

Need drives demands for deep product functionality in the Talent Management System.

Human Resources Information Systems (HRIS) are dated if they do not include talent mobility threads to manage performance, suggest succession, align learning, and assess compensation. Systems in place for five years or more may lack this important integration. Sometimes a specific targeted Talent Management System can be a better fit, as it provides the level of depth needed.  This product focus often is better than a surface level talent application built into an HRIS.

The good news is that innovation is showing up in new or modified products that pull together social media applicant sourcing, employee performance assessment, training, tracking and curriculum architecture, and more. Such software will integrate enough data to feed new predictive analytics, identify high-potential employees, and structure their role and succession.

Globalization is a function of employee engagement.

Talent grows a business. In the past, global goals were set, and the structure had to catch up with them. Today, for globalization to succeed, organizations must become employee-centric. Companies must present a talent management solution that encourages workers to engage with the company and guide their own career. To the extent they attract employee involvement with such new ideas as gamification, they also increase employee accountability for their own futures.

When business growth approaches the size where it makes sense to shop for human resources information systems, HR and IT should look for a system with the tools to secure, develop, and retain employees – not just track information.  They should look for the tools that will serve them now and into the future, not just in terms of body count but also in terms of talent recognition, assessment, development, and succession planning. Instead of multiplying software applications and vendors, they should consider the vendor who is best prepared to integrate their present and future needs. The Talent Management System should support that business growth in the need for ever increasing employee engagement – it’s just a matter of finding the right vendor fit for your business needs.