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Integrated Talent Management: What Is It and Why Should You Want It?
Posted By Andy Rice On May 15, 2012 @ 5:22 am In Advice and How-Tos | 6 Comments
How familiar do the three scenarios below sound to you? They’re a few examples of how the siloes in talent management impact HR, employees, managers, candidates, and corporate executives. The impact: companies waste time and money; they compromise on the quality of their talent; their employee engagement deteriorates; and, ultimately, their business performance suffers. Breaking down these siloes is the topic of a workshop  I’m running at the fall ERE Expo .
Many companies are trying to solve these issues by abandoning their siloed talent management models and replacing them with an integrated talent management function. But organizations are still struggling to understand what integrated talent management is.
An integrated talent management function has several distinguishing characteristics:
Creating an integrated talent management function is not just HR navel-gazing; it has been proven to have direct and measurable business results. According to the 2010 Bersin & Associates Talent Management Factbook, companies with strategy-driven integrated talent management functions have significant advantages over their siloed counterparts:
The benefits of integrated talent management are compelling, and the descriptions and diagrams above seem simple enough. So why don’t all companies have it? In the final analysis, most companies are struggling to develop a practical, simple, and systematic approach to designing their integrated function and determining a path to get there.
Consider this analogy. Assume that 300 engineers are tasked with designing a suspension bridge. In order to accomplish this, the group is split into three teams of 100 engineers: Team 1 is responsible for designing the towers; Team 2 is responsible for designing the cabling; and Team 3, the roadway. If this bridge were designed the way HR functions are designed, the head of the project would send all three of these teams to different locations, and simply say, “go.”
Once the team starts, Team 1 designs the towers, Team 2 designs the cabling, and Team 3 designs the roadway. But when all three pieces are put together, the bridge falls over. No one has taken the time to determine how the pieces fit together before beginning the design. The tower team doesn’t know what the cabling team expects of them in supporting the cables. The cabling team doesn’t know what the roadway team expects of them in supporting the road. And the roadway team doesn’t know how to design the road to fit into the towers.
So what is the antidote to this ill-fated bridge-building method? Come to my Fall ERE Expo pre-conference workshop to find out.
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