The Evolution of Integrated Talent Management (ITM) – Leverage Points

We recently talked about the Talent Profile as being the linchpin of successful ITM and everything revolving around it. We also talked about some of the important “leverage points” or linkages. Let’s branch out a little bit and talk about some of the other important linkages in ITM that, when working together, multiply each functions’ impact.

Assessments – Over the past three years there has been an increase in the general market realization that assessments can add value to each ITM function. This has led to an expansion of the use of assessments beyond their historical niche in recruiting and leadership development. Of particular importance is the need for assessments to be validated as defensible instruments for recruiting, measuring talent profile “gaps,” and measuring progress against profile gaps as well as achievement of objectives.

Recruiting – A significant amount of information is collected during this process; in traditional talent management this data just sits in the applicant tracking system (ATS), never to be used again. ITM strategies try to leverage recruiting data within multiple other functions, including:

Learning Management—profile gaps identified during recruiting assessment can drive a learning program designed to move the worker towards full proficiency.

Performance Management—recruiting assessments can form a base record for monitoring potential performance gaps.

Succession Management—job and experience information gathered during the recruiting process can become part of the ‘internal resume’.

Career Planning—job requirements (e.g., competencies, education, experience) used for recruiting can be leveraged by employees and contingent workers to determine potential fit for other positions in the organization.

The past three years has seen a significant growth of interest in the twin concepts of candidate relationship management (CRM) and managing external talent pools. Organizations want to cultivate longer term relationships with potential candidates by establishing communication channels (e.g., e-mail, text, social networks, collaborative websites) to let them know about job openings of interest and to communicate the firm’s employment brand. The goal is to maintain a connection with high performing workers of interest as their careers develop, so that they can potentially fill a role with the organization in the future. Vendors have responded to market interest by building tools to facilitate CRM (some more than others); they have also moved aggressively to delivery better integration with social networking tools as an aid to recruiting—another strong growth trend for this function.

Onboarding – Once a candidate has been selected, the role of onboarding is to ensure as quick and effective a transition to fully competent performance as possible. Much of onboarding is administrative (e.g., facilitating secure access to buildings and IT networks /applications, ordering space and equipment, completing new hire paperwork and benefits enrollment, maintaining contact with new hires prior to their start date); however, it can significantly impact ITM by facilitating the transfer of competency and assessment information from recruiting to other ITM components. While some organizations (and vendors) consider onboarding to be a part of recruiting, others (including HRchitect) believe it has achieved a level of importance that merits consideration as a separate component. It is important to note that multiple vendors have rolled out onboarding applications, either as niche solutions or as part of their ITM suite.

Now that we have somebody “on-boarded”, we’ll tackle additional aspects of Talent Management and their linkages in a future blog.

Matt Lafata, HRchitect

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