Talenttalks is a powerful online reference library to help business owners and HR professionals to effectively manage talent from recruitment through to retirement. In addition to an extensive collection of free content, a broad range of quality resources, templates and practical guides is available to members on a subscription basis.
Talenttalks content is designed for business owners and human resources professionals, particularly those in small and medium enterprises, to provide a broad range of quality resources, templates and practical guides to effectively manage talent from recruitment through to retirement.
Talenttalks offers an extensive collection of articles, podcasts and videos on talent management matters from recruitment through to retirement which you can browse for free. Or sign-up for a membership package to access a broad range of quality resources, templates and practical guides developed by an expert panel of professionals. Our member-only content builds on the insights and experience of our expert contributors to provide quality materials that have been tested in the real world.
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Talent Management/HR FAQs
A learning organisation is totally different from the traditional organisation. Learning organisations create conditions for people to learn faster and more effectively so that the organisation and its people can thrive on change. Some of the characteristics of learning organisations include a flat organisational structure, open communication, teamwork, empowerment, inspired leadership, innovation and change, a customer orientation, being action and results-focused and people-oriented.
A Talent Strategy defines how people will support the business strategy, provides a definition for talent in a particular organisation, outlines the key talent objectives and the processes that will form part of the Talent Management Framework. A comprehensive talent strategy will cover the following elements: Business Strategy and Objectives; Organisational Design, Structure and Talent Requirements; Talent Methodology that outlines the supporting systems and processes you will use.
Successful organisations have a business strategy, objectives and an overall purpose, a reason for existence – where it wants to play, what it wants to deliver and what success would look like. The people that help the organisation to deliver on and even exceed the objectives, is the talent of the organisation. Excellent talent management practices that are built on a solid talent strategy will ensure that your organisation have the right people, with the right capabilities and potential, in the right roles, and nurtured for sustained performance to deliver on your business goals.
Great talent management requires a perfect partnership between the Human Capital or Human Resources Function and the Leadership of the organisation. The Human Capital function has the functional responsibility to formulate and ensure impactful facilitation of the Talent Strategy. But the talent strategy should be owned, directed and implemented together with the Leadership teams. This process requires collaboration that involves leadership roles at all levels, the Specialist Talent function responsible for driving the principles and methodologies and the HR Business Partners that ensure impactful talent management!
Excellent talent management practices that are built on a solid talent strategy will ensure that your organisation have the right people, with the right capabilities and potential, in the right roles, and nurtured for sustained performance to deliver on your business goals. Performance management is the continued process of setting goals for teams and individuals that are aligned to your organisation’s strategic goals and tracking and measuring performance against these goals over a period of time.
In the wake of the change brought about by a global pandemic, leaders and HR practitioners have the opportunity to rethink and reengergise people practices to build stronger and more resilient businesses by actively embracing and exploring alternatives. The rapid shift to remote and hybrid working has introduced many alternatives to traditional human resource models and practices. The economic impact of measures to address the pandemic has also forced many employers to relook cost structures and explore creative solutions to protect jobs and keep people employed. With the rate, pace and scale of change increasing exponentially, agility has become a critical skill for the future. While many organisations are moving fast to bring about change, working in parallel universes where new blends with old business as usual processes can negatively impact people. Finally, the radical digital pivot following the shift to remote work presented an incredible opportunity for learning and development teams to deliver learning at the speed of business. To successfully deliver on this opportunity, L&D practitioners need to invest in developing their skills in content curation, data analytics and learning how to effectively and engagingly facilitate learning virtually.
When people have a growth mindset, they are not afraid to try, to push themselves beyond their perceived limits. They are undeterred by perceived failure. Instead they put themselves out there knowing that when they are out of their comfort zone they are learning, growing and developing themselves. In contrast, individuals with a fixed mindset are bound by the limitations of their perceived abilities. They are fearful of exposing their limits and hardly ever attempt anything that they could fail at.
During a time of great change and uncertainty, it is more important than ever to retain your top talent. In developing a retention strategy use aTotal Reward framework to define the retention levers that you will use. These include guaranteed pay, variable pay, attraction and retention bonuses, employee wellbeing initiatives, talent development and recognition programmes.
Efforts in response to the COVID-19 pandemic have led to significant changes in the workplace. The idea of flexible working, enabled by technology, has been on the rise for some time, but 2020 saw this idea become mainstream in response to the COVID-19 pandemic. As work shifted from the office to home and online, so too did learning and development (L&D). The COVID-19 outbreak brought employee mental health and wellbeing to the forefront of the HR agenda. As organisations look to adopt more flexible ways of working, many businesses are rethinking their property needs as well as the nature and the role of the office. Efforts to overcome the organisational challenges posed by COVID-19 has cast the spotlight on employee communication.