How do you keep your talent management policies and practices aligned?

By asking yourself...Why hire great people just to put them in boxes. It's time to move beyond the 9 box grid and move.. From secrecy to transparency From discussions about people to discussions with people From jobs and functions to skills and roles From annual to real time and continuous From static to speed, adaptability and responsiveness From one-size-fits-all to decoupling of talent, performance, career development and feedback From add-on to integrated with business cycle and ways of working From top-down to personal ownership From individual to collective goals and reward From manager-led to peer recognition and reward From process to holistic employee experience From pre-defined pipeline to sourcing across the ecosystem

Beyond assessing practices and processes, you need to gauge the realities of your workforce, for example, who you're attracting (and not), who's staying, who's leaving, who's succeeding (as measured by promotion, performance, pay, etc.,) . . . and why. Advanced workforce analytics can provide an empirical portrait of the workforce you're creating and the factors that most influence key workforce outcomes. Often, your programs and practices do not materialize as intended due to complex interactions between different parts of your talent system and the effects of external market dynamics. By analyzing the running record of workforce data you can get a clearer view of the current state and determine if and how it aligns with the desire state.

To keep talent management policies and practices aligned, organizations should establish clear strategic objectives, regularly review and update policies, ensure alignment with the company's culture and values, maintain open communication, rely on data-driven decision-making, link performance management with talent processes, invest in leadership development, collect employee feedback, implement succession planning, adhere to legal and regulatory compliance, offer relevant training and development opportunities, and continuously monitor and adjust practices to ensure they align with the organization's overarching goals.

To maintain alignment in talent management policies and practices it’s important to establish clear objectives and goals. You should also review and update policies regularly. Communicate policies effectively, provide employee training and development, monitor compliance and employee performance, be open to receiving employee feedback, promote accountability and ownership on every level.

Consider the holistic employee experience, encompassing aspects like job satisfaction, work-life balance, and professional growth. Understanding these qualitative dimensions provides a comprehensive view of your talent landscape.

I would say start by identifying key performance indicators (KPIs) relevant to that practice. Track metrics, analyze trends, and use self-reflection to gauge your progress. Regularly reassess and adjust your approach based on the results to continually improve.

Assessing your current state is not just about looking at what's working now, but also spotting any "policy drift" — when practices gradually shift away from original goals. Regularly check if your policies still resonate with your team’s evolving needs and the ever-changing job market. It’s like tuning up a car; even if it's running smoothly, it benefits from periodic checks to keep things aligned. Plus, involve your team in these assessments; they often see gaps and opportunities that leadership might miss.

The key thing for me is how will the talent management strategy, policy and process impact the operational ability of the organisation the people I serve and the future profitability of the company. If the strategy doesn’t enhance at least one of the above there is no point doing it

To keep talent management policies and practices aligned, we engage in regular review and updates of our processes to ensure they support the organization's current and future needs. We also gather feedback from employees, managers, and other stakeholders to identify areas for improvement and incorporate best practices from industry benchmarking. Additionally, we monitor metrics such as employee retention rates, performance ratings, and succession planning readiness to measure the effectiveness of our efforts and make adjustments as needed. This ongoing process helps us maintain a strong link between our talent management strategies and organizational goals, ensuring we continue to attract, develop, and retain top talent.

By closely aligning talent management strategies with organizational goals, companies can create a workforce that is not only skilled but also strategically positioned to contribute effectively to the overall success of the organization. Regular evaluations and adjustments ensure continued alignment with dynamic business needs. Some of exmaples are Understand Organizational, Goals:Identify Critical Roles.

Aligning the talent management strategy with the company strategy, especially in IT, with the (not too long-term, but still stable) product strategy is key. Talent management can only be done right when resource management is done right. Knowing what skills and how many people will be needed to fulfill the strategy is key to defining the purpose of the talent management strategy, its planning, and implementation.

In defining your desired state, don't just set objectives; embed cultural alignment. Ensure that every talent management objective resonates with your organizational culture and brand ethos. Define not just short-term objectives, but also anticipate the skills and competencies critical for future success.

I believe this should be the first step in the process. In order for the organization to be fully aligned and moving in the same direction, each department's objectives should begin with the organization's mission, vision and values then the specific short and long-term goals. All of talent management's programs, processes and efforts should move the organization towards the mission, vision and goals using the values. I would then begin the analysis of the current state, actual outcomes and desired outcomes in order to identify gaps and priorities.

Claridad en los Objetivos es el primer pilar que define claramente los objetivos de la política de dicha organización respecto a su capital humano. El objetivo actual de una organización que aprende y evoluciona es desarrollar un modelo de compensación destinado a incentivar, promover, desarrollar y reconocer a las personas o equipos que participan y contribuyen en sus proyectos. Es importante subrayar que siempre deberíamos reservar un espacio para que la persona o el equipo en cuestión complete y personalice su propio mapa de compensación, ayudándoles a alcanzar sus objetivos.

Defining your desired state is like plotting your course—you need a clear, well-defined direction. But it’s not enough to set it and forget it. Conditions change, teams grow, markets shift. So, think of it as a continuous process where you’re regularly tweaking, refining, and course-correcting to keep everything on track. It’s also important to involve your team in this journey. When everyone understands the destination and their role in getting there, it creates a sense of ownership and cohesion. In short, alignment isn't a one-time task; it’s an ongoing conversation.

Talent management usually includes recruitment, onboarding, engagement, performance, training and development, and other parts of the employee lifecycle. According to McKinsey, organizations that prioritize talent management consistently outperform competitors. By putting talent first, companies can gain a competitive advantage and improve organizational performance.

As leaders, we understand the value of having the right people with the right skills and competencies in the right roles motivated in the right way, and supported by the right leaders to drive our company forward. By strategically aligning our talent practices, we can optimize our workforce and create a competitive advantage. This involves a comprehensive approach that encompasses planning, organizing, executing, monitoring, measuring, and continuously improving our projects and processes. However, there is a previous step before aligning policies and practices. We need first to align organization strategy with talent strategy.

Determine where you want your organization to be in the future and what you aim to accomplish with your talent management policies. This could involve setting specific goals such as reducing employee turnover by a certain percentage, improving employee satisfaction scores on internal surveys, or increasing the number of promotions from within the organization by a set number each year.

In our quest to excel in talent management, the first step is always a thorough self-assessment. It’s about taking a deep dive into our existing talent management system. A key part of this is setting our sights on clear objectives. What’s our ultimate goal? It could be anything from ramping up employee performance, boosting retention rates, or fostering leadership qualities. The tools and processes we utilize should be focused on these goals. Strategic alignment of our processes and tools is the basis of a robust talent management system. It’s not just about meeting organizational objectives; it’s about surpassing them. By doing so, we create a win-win scenario - for the company, for HR, and most importantly, for the talent we nurture.

The biggest key to alignment across an organization is always communication. What is the policy? Communicate it. Where are documents stored? Communicate it. When is the due date? Communicate it. Of course, communication can occur through many different modalities. Choose multiple methods that ensure the target of the communication will see it and be able to follow the instructions. You're not creating communication to check a box; you're creating it to drive real results.

Some effective communication approaches I've seen are regular town hall meetings, feedback sessions, and drop-in calls that can help ensure everyone is on the same page. Meanwhile, it is also important to address any concerns or suggestions that arise, as this fosters a culture of transparency and trust. In addition, involving employees in decision-making processes, especially in areas that directly impact them, can help create more inclusive and effective talent management policies. In this way, employees would feel valued and invested in achieving the organizational goals.

Foster transparency by not only sharing your vision and plans but also articulating the rationale behind decisions. Encourage an open dialogue that welcomes questions and diverse perspectives. This two-way communication ensures that stakeholders not only understand the 'what' but also the 'why' behind your talent management strategy, fostering informed commitment.

To keep talent management policies and practices aligned, regularly review and update them to reflect organizational goals and changes. Ensure communication about these policies is clear and consistent across all levels of the organization to maintain alignment with overall objectives. Regularly assess the effectiveness of talent management strategies and adjust them as needed to address evolving needs and challenges.

Create ownership. First, we need to create Ownership. This is often best created by involving people in identifying problems and crafting solutions. It demands the will to accept responsibility for making change happen in all of the areas they influence or control. Then, Communicate the message.   The best alignment and change programs reinforce core messages through regular, timely advice that is both inspirational and practicable. Communications flow in from the bottom and out from the top and are targeted to provide employees with the right information at the right time and to solicit their input and feedback.

Talent acquisition is a part of the talent management framework. Both talent acquisition and talent management are essential to the health of any organization, yet they are not the same. Talent acquisition focuses on bringing in the right talent to the company. Talent management, on the other hand, helps ensure employees thrive within the organization and contribute to the company’s overall growth. While talent acquisition aligns with the immediate needs of the business, talent management influences the long-term strategic planning of the organization.

Preguntas interesantes: ¿Existen canales de comunicación eficientes? ¿Proporcionamos recursos que faciliten la interacción y colaboración entre distintas áreas y personas involucradas? ¿Permitimos que todos aquellos empleados que no intervienen directamente en los proyectos puedan hacer aportaciones que den pie a soluciones innovadores? ¿Cómo podremos conciliar la vida familiar con los proyectos? ¿Cómo buscar una flexibilidad y equilibrio entre el trabajo y la necesidad de disfrutar del tiempo personal? Es muy importante destacar que la efectividad depende significativamente del soporte que se reciba de la Alta Dirección, de la manera en que se comunique y de su alineación con la cultura y valores de la organización.

Aligning talent management to the organization's mission, vision, values and goals in the first step in earning buy-in and commitment. The second step is to communication how talent management's outcomes lead to organizational goal attainment. Communicating with other department leaders will build synergy and trust. Communicating with executives will help promote your programs and place you in a position to discuss organizational strategy. The result will elevate the talent management function and your role in the organization, along with, positioning your team for greater success.

Keep all stakeholders - from the CEO and board of directors to frontline employees - actively involved and invested in the talent management process. Clearly communicate your talent management goals and strategies through company-wide meetings, newsletters, and intranet updates. Ensure there are feedback mechanisms in place, such as suggestion boxes or regular town hall meetings, to allow for two-way communication.

I have some experience with communication with stakeholders. When I was still a fresher at my job, I received a big project from headquarters, and they wanted me to execute it within one month. During the execution of this project, I received many extra requests from my partners, who wanted us to do more than the original scope of work. At that time, I said yes, thinking they had already discussed these extra requests with my boss, so I just tried to finish them. But one day, my boss suddenly came to my desk and asked why I was doing these extra tasks without informing him. From that moment, I realized that I need to communicate with all related stakeholders, especially key stakeholders, whenever there is any change to the project.

Establish key performance indicators (KPIs) and metrics to measure the effectiveness of your talent management initiatives. Regularly collect and analyze data to evaluate the impact of your policies and practices. This data can provide valuable insights into areas of strength, areas for improvement, and emerging trends.

Regularly monitor how well you're progressing towards your talent management goals. Use key performance indicators (KPIs) to measure the success of your policies. These can include metrics like the employee turnover rate, the average time it takes to fill open positions, or employee engagement scores obtained from annual surveys.

Monitoring and measuring progress is important, but don't forget "adaptability." Talent management can't be a "set-it-and-forget-it" strategy. Regularly check in with your team to see if the policies are still working or if they need a little tweak. This way, you're not just measuring success; you're also spotting opportunities for improvement. The key is to keep your practices flexible enough to evolve as your team and business grow.

Planning ahead. Determine the necessary human capital, key roles, and employee development plans for a strong business strategy. Attracting top talent. Connect with potential job candidates through recruitment campaigns, job posts, and referrals. You can also leverage premium recruiting tools within G-P Meridian Prime™ to find top global talent. Search the best talent pools, anywhere in the world, to find the perfect fit for the role based on your unique needs, including industry and occupation.

what I have seen often are the general KPIs that do NOT support really the behavior that is needed. Example: "x ready now successors per role" - this KPI will only help if you counter it with e.g., at least 80% of succession placements came from the succession plan. It takes a while to think through which KPIs are relevant for your culture and philosophy and then to implement them In a way that support relevant decision making and investments.

One of the most important aspect of talent management process is to align it to not just to your business needs but also to the organisation growth curve and maturity. One size never fits all so it’s important to look beyond best practices into what’s needed and relevant. Standard programs are more suited for smaller scale organisations, as the scale grows organisations should consider differentiated talent processes for different segments while being aware that selecting in has its own biases as well.

People Management is critical to the success of organizations in terms of business strategy; an organization can succeed if it has a sustainable competitive advantage (is better than competitors at something and can hold that advantage over a sustained period of time). There are measurements and indicators that help us monitor the execution of a successful and best practice but one that I consider a key source of information to adapt and make improvements is the Employee life cycle. It gives us a global vision on how are we doing with current practices and where to focus on for improvements.

Based on your monitoring and evaluation, make necessary adjustments to your talent management strategies. This could involve redefining policies to better fit your workforce's needs, investing more in training and development programs to build your employees' skills, or refining your recruitment process to attract a more diverse and talented pool of candidates.

The exciting part is testing and experimenting with new ideas and innovations. As business needs evolve rapidly and remain fluid, recruiters must stay vigilant and maintain a flexible mindset. They need to adapt swiftly to industry practices that align with the company's culture. Some approaches will be successful, while others may become outdated. Therefore, regular review of policies, practices, and ongoing training to adapt to new methodologies is essential. One such practice we implemented is "Big Picture Meeting" which is a hit. It is important the candidate gets right compensation and knows more about our culture not only through the HR but through the future fellow team members as well. This helps them in making the right decision.

I make sure that the rules & methods that we use to manage our talented employees always match our company's goals & what we need from them. We do this by talking regularly with the HRBP's and department leaders to keep everything working well together. Also constant review to improve our rules/ processes about things like hiring, how we measure performance, how we help our employees grow, etc. Our teams are encouraged to be flexible & keep learning on the go so they can quickly/ seamlessly adapt to any changes we need to make. Hence this way we make sure the right people are doing the right jobs to make all of us successful along with company.

Si lo tuviera que definir con una palabra sería: inclusión Inclusión e integración en los 4 ámbitos o dimensiones clave: ambiente de trabajo, capacitación, formación y desarrollo, retribución y beneficios no salariales. Sin esa inclusión y aplicación en esos cuatro ámbitos no funcionará o no lo hará en su mejor forma.

Recognize and address external factors that may influence your talent management strategies. These could include changes in the labor market such as shifts in demographics or skillsets, industry trends like remote work or automation, or broader economic conditions like recessions or high employment rates.

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