No matter how large or how small, every organization has people. And it is the people—human capital—who hold the key to the organization’s success. An organization that can attract, develop, manage, and retain talented individuals will most likely outperform its competition. However, it is not enough simply to employ the best talent. Organizations must be able to make sure that talent management initiatives make a positive impact on the financial bottom line. To do so, organizations have to start viewing talent management initiatives strategically. This includes matching executive-level talent with an organization’s business strategy. In turn, this means that human resources (HR) professionals within the organization have to possess the skill sets that enable them to be strategic in their daily activities and functions.
This week, you will examine a variety of topics to create effective talent management initiatives that can create, build, and sustain value for an organization. You will focus on why HR professionals must have a combination of strategic and functional perspectives to be effective, and what they can do to help create and sustain successful organizations. This includes HR professionals being knowledgeable about the relationship between talent management initiatives and organizational strategy, its integration with other processes, and the need to establish talent management as a core business practice. You will also look closely at how integrated talent management initiatives align with strategic objectives. To do this, you will look at different categories of strategic talent (leadership, functional, geographic, and technological) in order to make informed decisions about talent pools. Finally, you will look at how to evaluate the information obtained for integration into the context of an ingrained talent mind-set that permeates the organization.