TO BE A TALENT MASTER. We are in VUCA world and the Digital era, the challenges faced by Human Resources leaders and professionals are just huge.
HR leaders need to be a Talent Master, implementing the Talent Management in the organization, to develop the human resources competitiveness and enhancing the productivity of the company.
TO BE A TALENT MASTER
Talent is defined as 1. Innate ability and 2. Inclination. A special, often creative cultural ability or “aptitude”, or observed inclination or disposition.
The vision of the Human Resources function is “Building talent, culture and capability for the company (global) growth”. In effect, what should be done is executing the 5 Pillars of Talent Management:
- Identification of top talents or High Potentials
- Succession plan development for key/ critical positions
- Leadership Development programs
- Values and Culture implementation…Living the company values
- Engagement and Retention programs.
The talent masters in an company will build the company’s “talent machine”, developing leaders, it is a kind of leaders’ factory.
What more should a Talent Master do? To see who are the promising leaders?
Where do they fit? How can they do better? What can we do to help them realize their potential faster?
A company’s success is also measured by how well the leaders developing other leaders that the company need.
The idea is making a difference in human capital setting, in the company, at the group level, developing leaders such that the company will thrive and sustainable business growth will be a reality.
Here’s the Talent Management Framework — how it all aligned:
TALENT MANAGEMENT FRAMEWORK
THE KEY STRATEGIES
Talent Master’s put people before numbers, and the Seven (7) Principles of Talent Masters are:
- There should be an enlightened leadership team, starting with the CEO. An enlightened CEO recognizes that his top priority for the future is building and deploying the talent that will get it there. Committed to creating a culture of talent mastery and personally involved in executing it.
- Meritocracy through differentiation. This is the mother’s milk of helping talent reach its potential. Differentiation breeds meritocracy; sameness (the failure to differentiate) breeds mediocrity.
- Working values. They’re the values people live by, because they are absolutely expected of both leaders and employees. By whatever name, masters repeat and repeat and repeat their values, and reinforce them by linking recognition and rewards with them.
- A culture of trust and cantor. A company can develop its people only if it has accurate information about their strengths and development needs, and it only can get that information if people can talk candidly – that is honestly and openly.
- Rigorous talent assessment. Talent masters have the same goal and results orientation in their people processes as they do in their financial systems.
- Explicit time- based people development goal to be set and discuss the why and how of these goals.
- A business partnership with human resources. Talent masters use human resource leaders as active and effective business partners, raising the same, if not higher level as the chief financial officer. The HR function will only be as strong as the CEO wants it to be.
- Continuous learning and improvement. Talent masters recognize that afast- changing business environment requires constant change and updating of both leaders’ skills and their own leadership criteria.
By: Effendi Ibnoe
Reading: The Talent Masters by William Conaty & Ram Charand, 2010.
