Integrated Talent Management - Part 1 of 3

Posted by Annett Winiarz

Jan 26, 2015 4:25:00 PM

Integrated Talent Management - What Is It and Why Should You Want It?

integrated talent management

According to Bersin by Deloitte, Integrated Talent Management is three or more connected organizational processes designed to attract, manage, develop, motivate and retain key people. These processes include activities such as performance management, career management, succession management, leadership development, learning and capability development, total rewards and talent acquisition. These processes are integrated through a common interface, data platform, workflow, and cross-process reporting and analytics.

An integrated talent management function has several distinguishing characteristics:

  • Talent Strategy and Workforce Plan Are Tied to Corporate Strategy: An integrated function is meant to help the business meet the human capital needs of the corporate strategy. As a result, an explicit talent strategy and workforce plan are key to ensuring that talent management activities are aligned with the business. Workforce planning also allows an integrated function to rapidly adjust to changing business needs.
  • Talent Management Processes Are Aligned to the Talent Strategy: The talent strategy and workforce plan should drive all talent management activities. In an integrated function, the talent strategy and workforce plan are the puppet-master, and the talent management processes are the marionettes.
  • Talent Management Processes Share Inputs and Outputs (see the graphic): This is a crucial piece of breaking down the siloes of talent management. All three of the examples of siloed behavior discussed above can be partly attributed to a lack of data sharing: Succession Planning not sharing bench successors with Talent Acquisition; Workforce Planning not sharing scenario-based hiring needs with Talent Acquisition, Learning & Development, and Succession Planning; Talent Acquisition not sharing hiring evaluations with Learning & Development.
  • Competency Model as a Common Language: Each talent management process performs evaluations of talent. A consistent competency model ensures that each process can share that evaluative data with other processes by ensuring that those evaluations are using a common language. If talent acquisition is using a different competency model than Learning & Development, the value of hiring evaluations in the development planning process is greatly reduced.
  • Technology Enablement for Talent Management: In some cases, the sharing of data across processes in Talent Management can be achieved without technology support, through cross-functional participation in meetings, or paper and email communication. However, technology support is critical to ensure these interfaces are scalable as a company grows.
  • Change Management as a Foundation: The journey to integrated talent management is transformational, not incremental. A detailed and pervasive change management effort is absolutely essential to ensure that your business is able to follow your lead on that journey.

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Topics: Integrated Talent Management