EFFECTIVE TALENT MANAGEMENT

Talent Management, often times referred to as Human Capital Management, is the process of recruiting, managing, assessing, developing and maintaining an organization’s most important resource- people. It’s pretty clear that people are a business’s most important asset and in this regard, organizations are seeking ways to build data-driven decision making

Integrated talent management is not a payroll system with some HR forms; it is not a recruitment system; and it is not a Performance Appraisal system. It could be HR Information System, but not by default. Technically, it’s a framework of tightly integrated HR processes that assist in making informed decisions that support your strategic objective to be profitable and successful.

‘Talent management starts with the business strategy and what it signifies in terms of the  people through the talent pipeline’ ( Armstrong-2014)

‘Talented people possess special gifts, abilities and aptitudes which enable them to perform effectively.  (CIPD (2007f),

‘Talent management as a more comprehensive and integrated bundle of activities, the aim of which is to secure the flow of talent in an organization, bearing in mind that talent is a major corporate resource’( Armstrong-2009)

‘ Goal-oriented and integrated process of planning, recruiting, developing, managing ,and compensating employees’ ( Dessler-2013)

Mentoring is one component of talent development that can be an effective method of transferring skills in a cost-effective manner. What does it mean to mentor? To mentor is to teach or give advice or guidance to someone less experienced. Mentoring can be highly effective in professions that require a considerable amount of soft skills. Higher education procurement is an area that should rely heavily on mentoring, as technical skill preparation cannot address all the needs of procurement professionals.

MENTORING

"Mentoring is a long term relationship that meets a development need, helps develop full potential, and benefits all partners, mentor, mentee and the organization.it is a protected relationship in which learning and experimentation can occur, potential skills can be developed, and in which results can be measured in terms of competencies gained and a mutual relationship with an intentional agenda designed to convey specific content along with life wisdom from one individual to another. Mentoring does not happen by accident, nor do its benefits come quickly. 

Mentoring is only one form of support. Individuals may be supported in other ways, eg by colleagues (peer support), line managers, counselors, tutors/teachers and groups, eg action learning groups or work teams, friends or parents. It is important to recognize that an individual may have a variety of support, for a variety of reasons, including more than one mentor, at any one time and that this mix of support may vary over a period of time. The traditional form of mentoring is one-to-one mentoring but there are other  models of mentoring such as co­ mentoring or  peer  mentoring and group mentoring. 

CONCLUSION

The most recognizable organizations in the world see mentorship as a competitive advantage.

Boeing’s mentorship programs give their 156,921 employees the opportunity to develop the career, leadership and diversity of skills they need to succeed in a dynamic global workforce.

 Boeing established formal best practices to drive program success across their organization. Programs operate under strict parameters and defined goals. Programs even feature orientation sessions where program participants develop the skills necessary to maintain mutually beneficial relationships. In Boeing’s Rotational Program interns and new employees partner with senior managers and executives to set career goals and plans across business, engineering, HR and IT departments.

Boeing believes that diversity is essential for success and their 1-to-1 Learning Program backs that up. Peers from a wide range of backgrounds meet 1-to-1 to expand their perspectives and learn the skills they need to succeed in a global workforce.

Armstrong, M(2014) Armstrong’s handbook of human resource management practice , 13th  ed, Kogan Page

Armstrong, M(2009) Armstrong’s handbook of human resource management practice , 11th  ed, Kogan Page

Dessler, G (2013) Human Resource Management, Pearson, 13th ed., USA

CIPD (2007) Talent Management Fact Sheet, CIPD, London

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