Strategic Talent Management Systems Review and Development

Linking Talent Management with Succession Management

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First, the talent management system should help the organization think the strategic future of its business.

This is all about linking talent management with strategic succession management and this would require that the business or organization examine its vision in relation to the kind of key people and executive management it needs—say, at the various divisions or locations—to ensure its vision of organizational performance and leadership. In this respect, review current talent management practices and programs with a view to finding insightful, real time, and business-linked answers to such questions as:

1. What drives the business' or organization's corporate vision today—or traditionally—and what are the implications for strategic talent management?
2. What is changing, and what should the business or organization be changing, talent-management wise?
3. What steps are being taken—or have been taken—to integrate succession planning and succesion management with executive leadership development and talent management? What results is the organization getting? What could be done differently?

Creating or Promoting the Talents for the Future of the Business

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The talent management system should help focus on effective and strategic talent management,—creating, developing or promoting the executive leadership team and key people to sustain the future of the organization in business. Therefore, interrogate the current talent management model, practises and programs on such questions as:

1. What skills and talents do the organization's key people possess?
2. What key skills and talents does the organization need to achieve strategic advantage in 10-15 years?
3. What is the organization currently doing to promote or develop the skills and talents needed in 10-15 years?
4. What are the alternatives that the organization should be considering—and how should it be implementing them—to promote or develop the skills and talents needed in 10-15 years?

Sustaining Talent Validity, and Organizational Integrity and Commitment

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The talent management system and process should support valid and reliable talent management practices and programs based on sustaining organizational integrity.

Therefore, review and assess the current talent management models, programs and practices, based on such questions as:

1. What are the underpinning assumptions of the current talent nanagement models and practices?
2. What is the organization currently achieving with the models and practices?
3. What are the alternatives?
4. How is integrity being promoted or sustained in talent management practices and programs?
5. Given its strategic vision of organizational performance and leadership in 10-15 years, what should the organization be doing differently?
6. What results is the organization getting from its skills audit, talent management, and human capital performance management systems and reports?
7. To what extent is the organization developing self-leadership and self-empowerment—and promoting effective organizational synergy and harmonious functional interdependencies corporate-wide?

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