The Value of Talent. Promoting Talent Management Across the Organization

Citation

Nolan, S. (2011), "The Value of Talent. Promoting Talent Management Across the Organization", Strategic HR Review, Vol. 10 No. 4. https://doi.org/10.1108/shr.2011.37210daa.011

The Value of Talent. Promoting Talent Management Across the Organization

Article Type: Recommended reading From: Strategic HR Review, Volume 10, Issue 4

Janice CaplanKogan PageISBN 978-0-7494-5984-0

In this book, the author – an international HR consultant and business manager – aims to share practical advice that HR and business professionals can use to create workable solutions. She uses her experience and her research to come up with a common sense approach to tackling talent management. This includes existing and new models that when combined, the author says amount to a new approach that suits today’s fast moving business environment.

Caplan addresses the question of whether talent management should be exclusive and focus on those with potential or particular value, or inclusive and focus on everyone. The latter recognizes that organizations are leaner and every role counts, and that the world is changing and we may not know today what will be key tomorrow. This moves talent management away from its narrow definition of dealing with skills shortages and hiring of talent, to a comprehensive approach of aligning individual development with the needs of the organization. In the new world where success is about being nimble, flexible and innovative, she says: “Everyone is important. Make talent important for everyone.” This means helping individuals achieve their own aspirations, while meeting the capability needs of the organization today and in the future.

A roadmap for inclusive talent management

Starting with a brief introduction to talent management in both an historical and evolving context, Caplan quickly moves on to qualify the business case, by linking talent management to engagement and business success, and identifies relationships as the key to bringing talent management to life in an organization. The book then sets out a roadmap for developing and implementing a talent management strategy – assess, develop, deploy and engage – and linking these HR processes with the business strategy. She presents the information in a highly practical way. It is supported by case studies from a range of organizations, explanations of models, key action points and summaries of learning points from each chapter, plus useful appendices, index and bibliography.

This book would be a good assist to anyone who agrees that inclusive talent management is the way forward and is looking for advice on implementing a strategy. For those who believe in focusing on exclusive skills and capabilities, this is also a worthwhile read in order to challenge and test those views.

Sara NolanEditor, Strategic HR Review