Future Talent Management

Improved Essays
The challenges facing talent management

Future talent management must essentially solve three key challenges going forward. These are adjusting to the changing work environment, understand the differences of the future employee, and shifting the process from pure talent management to people management.

The workplace is rapidly changing

The workplace is undergoing a huge change, driven by the increase in technology. Organisations aren’t reliant on permanent staff to the same extent, as work can be contracted by an individual operating on the other side of the planet.

Therefore, the new norm might be for organisations to have a small in-house staff, completed with virtual networks of freelancers and other contractors. According to data, the
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Both candidates and the organisations are interested in finding the right match and detailed job specifications will make this matchmaking much easier.

Well-defined roles can guarantee better job satisfaction and improve productivity. By defining the roles you don’t only enhance the productivity and collaboration within a team, but also ensure you attract the right talent to those roles. When job specifications give a clear indication of the requirements, it makes the recruitment process more straightforward. This is especially important, as different data analytics tools are becoming the norm.

Job search is likely to continue focusing on aligning the job roles with the organisation’s objectives. This means that companies need to focus on understanding their unique work culture and values better, in order to attract candidates, which are in line with these values.

3: Strategic uses of engagement and
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5: More focus on succession planning

Overall, the future talent management scene is likely going to emphasise succession planning. The ILM survey saw almost 50% of employers saying a lack of internal staff capability hinder an effective supply of leaders and managers. Organisations’ managerial vacancies are split between internal hires and external hires.

More alarmingly, in the ILM survey, over 40% of UK organisations surveyed said they didn’t have a talent plan in place. Yet, executive turnover is increasing, as organisations are looking for quicker returns. For organisations to succeed in keeping employees happy, talent management is going to have to focus more on succession planning.

The problems of bad hires are well documented. The cost is not only financial, but also effects the morale, turnover and organisation reputation. By ensuring better internal hiring rates, the organisation can avoid some of these drawbacks.

Final

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