Human Resource - Talent Management

Human Resource would be responsible to do talent search. CEO of the organisaton is also keen to participate in the dimension of Human Resource. I started to ask this question. Why do we want to source talents in East Asia. From various news reporting, it appears to me that Asia is striving well. Only people in this part of the world will understand what Asian wants. I decided to probe further.

I recognise that everyone has their own idea of what it takes to be an effective leader, but organizations which will succeed in tomorrow’s workplace. Human Resource takes a systematic approach to talent management by operationalizing the specific skills, motives, and competencies that actually distinguish average managers and leaders from superior ones. You may explore the rational for do talent search. Truly, some MNCs organize competition to attract best designers, while other attract best marketers. When I get input from Human Resource, they further indicate the criteria for participants.From these activities, we started to construct a competency model which is sensitive to your specific leadership needs, challenges and strategic vision for your organization and provide you with models which add economic value and allow you to identify leadership.

Typically this involves Human Resource and heads of department to develop a competency model of what differentiates superior from average performance in the job. We receive a couple of question regarding the managing of talents:

1. When we identify those potential as talent, how do we groom them?
2. Who will be the mentor to interact and inspire them?
3. What will be indicators in place to accelerate the career progression path?
4. What would be the roles of Human Resource play?

I was excited when CEO and operational managers get serious about this issue. I would like to call it the challenge of Human Resource. Human Resource is not only to attract, inspire and retain staff, but also for succession planning and managing talents.

When top management focuses on talent management, I believe that would also give the company an advantage over the competitors.

Through Human Resource, we provide a valid picture of what is required currently for superior performance. This is particularly so if hard, objective outcome data is available to truly determine superior performance rather than relying on judgmental ratings or nominations. That is where I always emphasize on performance and key result areas. And the Human Resource manager agrees with me.

CEO and team would need to do projections and the potentials of key talented staff. Human Resource together with departmental heads is tasked to put these talented staff for exposure, tracking their decision making and impact or contribution. We would surely want to give recognition for such initiative and congratulate the Human Resource.

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