Talent management (TM) not only serves to provide companies with talent. It can also make a significant contribution to corporate success and change culture. Provided organizations align their TM with entrepreneurial goals, and neither take on too much nor too little.
We are familiar with the TM of many leading companies, so you can benefit from best practices in our TM projects. But we also know: Recipes for success are not transferable on a one-to-one basis, certainly not in TM.
The goals of talent management are as diverse as the company strategies from which they are derived. This premise determines our work for you. What entrepreneurial goals do you want to achieve through TM? Only through this clear entrepreneurial goal orientation does the success of TM become measurable.
And depending on the corporate and leadership culture, different solutions are available to achieve these goals. On the one hand, good TM emerges from the culture of your company or is compatible with this culture. On the other hand, TM also has a simultaneous effect on the culture, so that it develops further and the company thus takes a step forward. Good TM is always also cultural and corporate development. However, companies sometimes get carried away with radical changes, and the well thought-out processes are not put into practice. So it all depends on the right dosage. The current maturity level of talent management plays a decisive role here.
We distinguish four maturity stages of TM that are practiced in companies. At each stage, the HR areas, the leaders including top management, and the talents are characterized by typical behaviors and have certain roles that shape the common understanding of talent development – and thus also the corporate culture. Together with our customers, we analyze the maturity level to identify: Can the company even meet the requirements of its currently imposed TM goals? And if not: Where do adjustments need to be made? How can the TM on the one hand and the company on the other be aligned in such a way that there is both the necessary fit and a change step is taken?
With expertise and a keen sense for what is feasible in your company, with your management, your leaders, and your employees, we support you in the development of your talent management. Always with the goal of making a measurable contribution to the success of your company through TM.
Maturity levels in talent management
Talent management can only work if it fits the company’s culture and willingness to learn. That means – the company must not set new TM goals that far exceed the level of the existing TM. Four different levels or maturity levels of talent management can be observed in practice.
|Reactive talent management||Selective talent management||Systematic talent management||Internalized talent management|
|Basic type of function||It is concerned with specific recruitment and personnel development||TM consists of various measures not yet integrated into an overall concept||TM is formed from flexible, coordinated processes, tools, and measures derived from strategic challenges||There is a talent development culture in action for all employees in the organization|
|Role of HR||Talent acquisition: HR serves as an acquirer of talent in the event of an identified need||Project manager: HR managers are responsible for TM measures that are implemented as projects in parallel with other HR work||Business talent partner: HR jointly organizes and manages the integration of TM processes and tools in close contact with leaders and top management||Business Angel: TM managers monitor the use and success of established processes and tools and develop them further in coordination with leaders and top management|
|Role of leaders||Customer: Leaders place an order with HR when vacancies need to be filled||Specific supporter: Leaders know and use individual TM measures to select and develop employees||Human resources strategist: Leaders continuously plan employee development as part of the strategy for their own area of responsibility||Catalyst: Leaders support employee development across divisions and locations as a leadership task|
|Role of the talents||Lucky devil: Talents are individual identified high performers/talents who continue their careers with the company||Participant: Talents are identified high potentials who participate in special development measures as relevant future high performers||Proactive user: Talents use existing, aligned measures to develop into leaders, project managers, experts||Entrepreneurial self-developer: Talents identify their own potential with the support of the organization and develop it further in a sustainable manner to be able to meet future challenges of the company|