Talent management in turbulent times

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: With employee talent being one of the core ingredients for a successful business performance and the threat of losing key talent looming large, people strategies need to focus on the latent and apparent needs and aspirations of employees. The challenge, therefore, for HR leadership is to transform HR strategies from being organisation focused to employee focused without losing perspective of organisational imperatives which is easier said than done.

The need for a new-era HR strategy

Organisations in the new economy have to step out of the facade of using HR as a management mantra which is nice to have, since HR strategies have transformed from being “nice to have” into being “need to have”.

Having an HR strategy, which is customer centric, helps in ensuring that the various HR programmes and initiatives are delivering value to the end customer through a primary or a secondary means of impact. For instance, if training on customer needs analysis is given to front end engineers, they will impact the customer directly by understanding their needs well, and deliver much more accurately. Hence this would be a primary mode of impact.

Building an effective career portal, which guides employees on how to build their career, adds value to the end customer indirectl. This happens that when employees are able to chart out their career paths within the organisation. There will be lesser propensity to leave the organisation and lower attrition means lesser project delays for the customer.

Having an HR strategy, which revolves around competencies, helps in making the whole HR gambit much more objective.

Human behaviour is normally considered to be an area full of subjectivity. However, with the advent of competency modeling, an organisation can deal with people processes with substantially reduced subjectivity.

PCMM: the foundation for high impact HR