The concept of "Talent Management" (English "Talent Management) entered the practice of strategic human resource management in the 1990s. The cause of the occurrence this concept There was a labor market demand for exclusively competent, talented employees. The term "war for talents" was introduced into practice consultants of the consulting company MC.KINSEY & Company: "Do not institute choose employees, rather, on the contrary ...".

Under the term "talent", they understand the aggregate of human abilities: inherent in it the values, intelligence, prudse, character, skills, knowledge, experience and energy, as well as his teaching and growth. Talent is called a certain set of abilities that makes a certain product of activity, which is characterized by a novelty, high level of perfection and public significance.

Under the managerial talent, a certain combination of acute strategic mind, emotional maturity, leadership abilities, communication skills, entrepreneurial abilities and intuition, functional skills, ability to achieve the goal, as well as the ability to attract and inspire other talented people.

As part of this work, we will call the talents of the most effective leaders and managers of all ranks with opportunities to help organizations achieve the desired results and increase its effectiveness.

Arguing about the concept of talents in the public sector, it is possible to refer to the publication of talent management at the APS public service, in which the employee is understood under talent in the public sector, whose potential allows you to get results higher than most employees at the moment. At the same time, the potential is understood as the ability of the individual to succeed, being in a situation of complexity, ambiguity, uncertainty, as well as changes in the future.

Talent management, or Talent Management, is targeted activities aimed at creating a system of recruitment, development, use and retention of talented staff capable of achieving exceptional results in work.

Considering the issues of managing talents in the public sector, it can be noted that, on the one hand, governments should participate in the struggle for talents if they want to attract and retain competent employees. On the other hand, the context of the public sector is characterized by numerous rules, prescriptions, norms and values \u200b\u200bthat limit the flexibility of modern personnel policy of the public sector. This must be borne in mind when designing a talent management system in the context of the public sector.

Studies of personnel services of foreign government authorities show that talented employees are almost twice as more valuable for the establishment than the staff of the average potential. At the same time, the implementation of the talent management system in government agencies allows you to increase the number of key posts involved in talented employees, from 15% to 65%. In addition, it can be noted that the presence of talents on key posts increases the performance of other employees by 85%, since in their work they are focused on the head, consulted with him, receive support from more efficient employees.

Foreign authors emphasize that how the organization defines talent depends on the context. Among the factors for determining the talent are allocated: features of the institution, nature of work, specificity of official duties.

An important step that state body must do in the framework of talent management, is the definition key competencies employees who are crucial for the success of each employee and, therefore, public service generally.

Dutch scientists were allocated two approaches to talent management, based on two bases - the prevalence of talent and its variability.

Initially, the management of talents (hereinafter TM) was focused on employees appropriate to the necessary organization criteria - whether it is effectiveness, potential, the availability of the necessary biographical experience, compliance with corporate values. As a result, the basic practice of TM consisted in segmentation of personnel - its division into a number of groups, depending on how every employee meets these criteria. Top - Pool Hipo (High Potential - high-precision employees), then the second division, and, finally, the "others". And it is this practice that initially distinguished TM from all the practice of working with personnel (HRM): Talent management specialists work not with everyone, but only with exceptional employees (exclusive approach). Thus, Pula Hipo of the largest North American companies includes an average of 10% of employees.

That is, an exclusive approach to talent management can be called segmenting and elitial.

Fig. one

It should be noted that this approach is characteristic of a greater extent for the Western system of values \u200b\u200bfocused on individualism and rivalry.

The methods of this approach are to identify and attract talents, and not their development in all employees.

At the beginning of the last decade, TM systems were emerged in organizational practice to work with all employees (inclusive approach). (see Fig. 1)

The main reasons for the emergence of this kind of systems have become numerous studies proving harm from personnel segmentation. Of course, the practice of creating a HIPO pool has a number of advantages - employees, after recognizing them with high-precantial, declare increasing the company's loyalty and show higher performance. But on the remaining part of the personnel there is exactly the opposite effect: the fall in loyalty and an increase in the desire to leave the company, drop in performance. At the same time, alternative approaches appeared to understanding human potential and their penetration into organizational practice. First of all, it is a positive psychology - the direction of psychology based on the assumption that everyone has their own strengths And it is only necessary to find it use. Also, this Capability Approach is an approach that argues that the human development depends not on its abilities, but from the possibilities that he possesses and uses. Finally, the training practice also contributed to the development of alternative approaches to TM. Specialists in training and development drew attention to the connection of the number of "training hours" with the success in music, sports, mastering everyday skills.

According to the main theorist of the inclusive approach, the British researcher, Swailza, the practice of TM may be called inclusive if there are following processes in the company:

• - providing all employees with basic opportunities for the development / understanding of their strengths. It can be like self-knowledge tools (personal questionnaires built according to the rating principle: a comparison of individual indicators with each other) and the assessment by type 360 \u200b\u200bdegrees or conversation with the leader. If an employee refuses to search and develop its talents, the output one is to start the process of assessing its effectiveness. If an employee shows good results, it means it is in its place, if not, this is a reason for a conversation about his care from the institution.
• - Ensuring all employees with the opportunity to go to a position corresponding to its talents. If a person does not show proper performance on the position of "X", he is offered to go to the "Igrek" position. Unlike the practice adopted in the certification - transfer to a frankly disadvantageous position, the proposed position must correspond to the strong parties of the person.
• - Providing all employees of freedom in choosing their professional and career development in the company. This is not just about providing a non-response employee of the 2nd, 3rd and further chance, but about the possibility for anyone - even successful on the current position - an employee to try himself in a new role. The easiest example is rotation initiated by the employee himself or the institution proposed by him. Rotary practices helps an employee to understand their strengths and restrictions, and find their place in the organization.

Speaking about the effectiveness of an inclusive approach, it is possible to confirm the study of Bersin 2015, which shows that the most mature TM systems contributing to financial success Companies, - inclusive. Researchers, referring to the metashestation, as a determining factor call the effect of pymalion. Most of the employees, being recognized as talented, increase their effectiveness to confirm their new name.

The most striking examples of the application of an inclusive approach in the public sector is the practice of systematically learning in the administrations of Singapore and the development system of civil servants of India.

Thus, it can be concluded that the inclusive approach is more applicable for the public sector, however, the techniques must be selected individually, based on the current abilities of the employee and its prospects.

Application of the talent management concept is based on a number of principles (see Fig. 2)

Fig.2

Corporate Strategy - Natural the starting point When building a talent management system. The talent management system should be based on its methods to achieve strategic tasks that facing the institution, that is, be agreed with the corporate strategy.

The introduction of disparate methods may not work and even turn out to be counterproductive. The principle of internal sequence makes it possible to understand how compatible various methods Management adopted in the company.

The talent management system should relate to the culture adopted. Many organizations consider their corporate culture as a source of advantages. They are taking conscious efforts to integrate the stated key values \u200b\u200band principles of activity in talent management processes, such as methods of hiring, leadership development programs, productivity management systems, compensation and bonuses.

Talent management is the process of integrating talent in state Institution to achieve results in the field of optimization of the level of costs and risks, improve the quality of hiring, ensuring the most efficient activity, implementation of public services.

Talent management includes certain processes and practices aimed at attraction, development, motivation and retention of talented employees. Talent management can be effective and sustained for a long time if it acts as an integral part of corporate culture at all organizational levels of the enterprise.

The main purpose of the talent management is the vision of the organization as highly efficient and viable, with the predominance of opportunities of rapid response and unambiguous compliance of goals.

Talent management as a process is a cycle with the main components shown in Fig. 3:

Fig. 3.

The main elements of talent management are attracting talents, their group and individual development, Assessment, career planning, talent retention, organizational development, continuity planning and efficiency management, that is, the development of leadership.

The leader is characterized by such qualities as an active life position, sequence, honesty, vision of perspective, responsibility, justice, which causes the need for leaders in the public sector. The significance of the development of leadership as a component of the talent management is due to the fact that it is the leaders who are able to encourage others to new achievements, which respectively leads to the development of the organization, the competent construction of the management system, the success of the organization's functions, the skillful leadership in the conditions of an unstable external environment.

The need for leaders is in any organization. The role of the leader is particularly pronounced in extreme situations. In such situations, the result of the organization of the organization often depends on the accuracy, clarity of the actions of the leader.

In the Russian personnel management listed in Fig. 3 The components of the talent management process are considered in the separation from the rest. If the integration of components occurs, then this process turns into a unique and powerful tool for achieving the priority objectives of the organization.

If you enumerate elements from which in the practice of various organizations there is a process of talent management, in more detail, then among them can be called, in descending order of prevalence (according to ASTD "Talent Management Practices and OpportUnities"), the following directions: efficiency management; Corporate training and training; development of leadership; development of promising employees; Individual professional development; hiring; involvement of personnel; payment of labor, compensation and promotion; continuity planning; retention of employees; organizational development; personel assessment; Management of competences; command development; career planning; Initiatives related to the diversity and the provision of equal opportunities.

According to the same ASTD, among popular strategies for the development of talent management, representatives of various companies are most often called: continuous improvement of the quality of talent management, expanding the number of initiatives in connection with talent management, training managers for the development of their abilities in connection with talent management, the use of new technologies talent management, transfer of responsibility for effective management Talents managers, attracting employees to the development of content for talent management, achieving the efficiency of talent management processes, identifying indicators for measuring efficiency, and the measurement of ROI due to talent management.

Thus, talent management is a holistic, cyclic process, which is intended at all stages to ensure the need of an organization in employees who have the competencies necessary for it (see Appendix 1) and abilities.

Each company is interested in attracting the best candidates for the most significant position for business, minimize the risks associated with the departure of key employees. As a result, almost every company has programs aimed at developing and holding key employees of the organization's talents.

It is important to organize talent management process So that you can not only quickly find suitable employees, but also do it with the best costs.

• Objectives and objectives of implementing talent management programs in an organization, assessing the needs of the organization, the definition of "key positions"

At the initial stage, it is necessary to determine the goals and objectives that will pursue the talent management program. In addition, it is necessary to identify key positions in your business so that development programs are sent to those people who occupy these positions. After analyzing the existing employees, and by defining key positions, you will know the needs of the organization in terms of development of its "talents".

Next, it is necessary to decide on those who are "talents", that is, to whom from their employees the organization will spend power and means. This process can be considered from the point of view of investment. Employees in which you intend to invest additional funds should bring in the future the organization more profit than if you did not spend a penny on them. That is, the development program of "talents" must pay for itself - this is its ultimate goal.

It turns out that talents are employees who the best way Perform duties assigned to them. Accordingly, their selection according to certain criteria means the search for employees who are suitable for a particular position or work. The designer should be able to draw quickly and beautifully, be creative; The accountant should know all financial aspects of accounting, taxation, etc.

Search for talents can be carried out both in the domestic and in the foreign labor market. The search in the foreign market involves holding contests, interviews and exams with potential employees of the organization, which came to you from. Search for "talents" on the foreign market is much easier due to the fact that the choice is much larger than on the market internal. Domestic market - This is the organization itself, its employees. Career growth suggests that a company employee may take any higher place at the moment when it is released, but it is often not enough for it. professional Qualities. Then you have to refer to candidates from the external market.

With competent management of frames, you must always have personnel reserve To fill the key positions in the company. At the same time, planning should go for a few years ahead. After all, sometimes the upbringing of young "talent" to a certain key position may take a lot of time.

The process of selection and evaluation of candidates (Talent Review, Performance Appraisal, additional events To obtain objective results, for example, the assessment center) - as soon as potential "talents" are attracted, their selection begins, so that the company remains really the best;

Employee development programs are a set of activities for the development of key skills of your employees necessary for the most effective implementation task;

Planning a career of "talents" in the organization - as already mentioned above, the planning of the personnel reserve should go ahead for several years;

Implementation of appointments / progress - is the result of the implementation of the Talent development program: as soon as the "talent" reaches a certain level, it is, if possible, promote further career stairs And again begin to be further developed.

In order for the huge reservoir of work on the development of "talents" in your organization, in vain, it is necessary to develop a system of holding key employees, without which the functioning of the organization will be strongly complicated. As in a number of other cases this system Can use the "whip and gingerbread" method. "Knut" in such a situation can serve, for example, a huge penalty in the early termination of the employment contract. "Gingerbread" usually happens more - these are bonuses for salary, service housing, a car paid for vacation, etc.

Naturally, the company's head would like to make a constant advanced training of all his employees, but in reality it is limited in resources. Therefore, it is necessary to soberly assess the possibilities of the organization for the development of their own talents, but also should not save on it. First of all, for the implementation of the program for the development of talents will be needed cash And working hours of employees. The first is necessary to pay teachers, software and other means of developing employees. Well, the employees themselves most often cannot learn without separation from production, and therefore they will have to donate their working time.

1. Determining key positions in the organization;

2. Search for "talents" under key positions on the internal and foreign markets labor;

3. Drawing up a program for the development of talents and allocating resources for it;

4. Implementation of the development programs of "talents";

5. Constant control and assessment of the implementation of development programs and adjust them if necessary.

• Evaluation of the performance of the Talent Management System for Significant Indicators, Process Optimization

There are several methods for assessing the effectiveness of the "talents" development program in your organization. To begin with, it is possible to determine if it is possible how efficiently a specific worker or a division in which he enters was to work. For example, you can compare the sales plan before and after the implementation of the "Talent" development program and thus check its success.

It is the easiest and effective methodBut there are other options. For example, a survey of the heads of units can be conducted on the subject of whether the "talents" really began to work after participating in the Development Program. For the "talents" themselves can be tested to determine how they learned the program.

After the assessment of the "Talents" development program is given, one can proceed to optimize processes. This implies the redistribution of resources available in the organization under a certain development program. In this regard, its financing can be increased or reduced, the timing of its implementation has been changed. Also, some "talents" can be excluded from the program, which could not succeed in the development program.

Chapter 26 Talented Management

The management of talents consisting of planning and developing talents is a relatively new concept that appeared only in 2000s. The name itself comes from the phrase "War for Talents"; This expression has gained popularity in the late 1990s, since they have highlighted the problems faced by companies that tried to attract and keep talented employees. However, O'Reili and Pfephfer (2000) noted the following: "Companies who configured their minds on the" War for Talents "can attribute too much value to outsiders and detain the talents that the company already has at its disposal." It is necessary to adhere to this approach, which emphasizes the ability of each person to succeed and, therefore, focuses on "achieving extraordinary results by the most common people." Pferfer (2001) warned that the war for talents is an incorrect metaphor, because it misses the teams often work much more efficient than, rather than simple groups of people.

In the fact that the concept of talent management: attraction, retention, motivation and commitment, development and consistent planning - includes various approaches, there is nothing new. But they are combined into something more connected and holistic, which can be a means of development and practical application Coordinated and mutually reinforcing each other methods that help organizations get and retain talented employees in which it needs it. This concept is closely related to the idea of \u200b\u200bthe "best place to work", which has again gained popularity in the 2000s.

In this chapter, we consider the following sections of talent management:

Determination of talent management;

Talent management elements;

Creation " better place for work";

Involvement policy;

Deduction policy;

Career policy and practice (sequential planning career growth);

Management of talents in the case of mental labor workers;

Conclusion - practical methods of talent management.

Determination of talent management

Talent management is the use of an integrated set of activities aimed at ensuring that the organization has attracted, retained, motivated and promoted talented employees in which it needs now in the future. The purpose of talent management is to ensure the influx of talents, since they are the main resource of the Corporation.

Sometimes it is believed that the management of talents is engaged only by key figures - "High Flight Birds". For example, Smilanski (2005) argues that "talent management is focused on the increase in caliber, the availability and flexible use of exclusively gifted employees (possessing high potential), who can be disproportionately big influence on company performance. " But each employee organization has its own talent, even if one is gifted more than others. Talent management processes should not be limited to several chosen. This conclusion was reached by de Long and Vizhrakhavan (2003), which suggested that the heroes of the success of the corporation are capable workers who demonstrate stable performance in the work.

Talent management elements

The elements of talent management and their relationship are shown in Fig. 26.1. Talent management begins with a business strategy and what it means from the point of view of the needs of the organization in talented people. Ultimately, the goal of managing talents is to create and maintain a pool of talents consisting of skillful, passionate and committed workers. Talent control elements are described below.

Personal strategy

The business plan is the basis of the human resource plan, which determines the need for human capital and leads to the creation of policies and programs to attract and hold talents for internal support by human resources (identifying talents with the organization and developing and promoting them).

Politics and attraction and deduction programs

These politicians and programs describe an approach that guarantees that the organization will receive and retain the talents you need. The involvement policy leads to the creation of programs to provide external resources (selection and selection of personnel by side). The deduction policy is intended to ensure that people will remain committed to the members of the organization. The result of these two directions of politics is the influx of talents, creating and preserving the pool of talents. And the policy of attracting, and the deduction policy will be discussed in more detail in this chapter; They are the steps to make an organization who wants to become a "excellent place to work"; All stages of this process are considered in the next section of this chapter.

Audit talent

Talent audit identifies those employees who possess the potential and lays the foundation for planning and developing their careers, guaranteeing that all talented employees will receive the necessary consistent experience, complemented by coaching and learning programs, and in the future the role will play the need for which will be most high as possible . Talent audit can also be used to identify the potential hazard of the care of talented employees from the organization (for risk analysis) and schedule actions through which these people could be preserved.

Figure 26.1

Talent management elements

Development

Talented management is engaged in roles that people play. It includes the development of a role - a guarantee that the role is responsible, challenges and ensures the autonomy necessary to pass the role and motivation. It also implies certain steps aimed at ensuring that people receive opportunities and encouraging the study and development of their roles. The talent management policy focuses on the flexibility of the role - people is given a chance to develop their role, more widely using their talents.

Management of talents

Managing relationships with talents is the process of building productive relationships with people who play their roles. In general, it is aimed at creating a "great place to work." If we talk about particulars, it comes down to a fair attitude to individual employees, recognizing their value, providing them with the right to vote and growth opportunities. The purpose of the management of relationships with talents is to achieve "obligations from talent", guaranteeing the commitment of people of their work and the organization. Sirs (2003) indicates that "better to strengthen existing relationships than try to create new things when someone leaves your organization."

Management of labor indicators

The processes of managing labor indicators are a means of building relations with people, identifying talents and potential, training planning and promotion, which allows to maintain most of the talents that are at the disposal of the organization. You can ask for linear managers to conduct "risk analysis" separately for each key figure to assess the likelihood of its / her care. With proper implementation, labor indicators management acts as a means of increasing the obligations and motivation of people providing them with a positive feedback and recognition. It is part of the cumulative remuneration system.

Cumulative reward

The strategies of the aggregate remuneration (see Chap 43), which provide financial and non-financial remuneration, can contribute to the obligations and commitment of talented employees, demonstrating the latter, how highly appreciate them for their contribution, and guaranteeing them a fair and consistent relationship. Competitive salary affects the possibilities of attracting and retaining employees, but there are limits that, as Kapeli pointed out (2000), limit the ability of companies to compete with the "market attraction". Some companies pay bonuses for the fact that people remain in them to work and retain loyalty (the so-called "golden handcuffs"), but, again, Capelli stressed that the effectiveness of such "bribes" is also not refused. If talented people want to quit from the organization, they leave it.

Research and development

Policies and learning and development programs are extremely important components of the process of developing talent - a guarantee that people will acquire the skills and competences that they need. Policy should be formulated with a loan to the "worker's success profiles", expressed in the concepts of competencies and defining qualities in need of development. Worker's success profiles can be included in role-playing profiles.

Establishment and development activities are an important means. professional growth managers and acquisition of obligations and commitment from talented personnel, as it gives them the opportunity to grow within their current roles and move to the roles of more high level.

Career management

Career management includes career planning and continuity management. Career planning forms the movement of people within the organization in accordance with the assessment of the needs of the organization, certain profiles of success of workers and labor indicators, potential and preferences individual employees Enterprises.

Management of continuity planning allows, as far as possible, the managers will work in the organization, whose contribution is necessary to meet future business needs. Career management is discussed in more detail in the last section of this chapter.

Creating a "great place to work"

To ensure that the organization is perceived as a "magnificent place to work," means to make it an "employer for choice" (the employer who prefers is preferred), i.e. to become the place where people want to work. People have a desire to work in this organization, and starting working, they want to stay in it. Employees are committed to their organization and devotees to work that is performed. In order to acquire a reputation as a good employer in a nationwide scale and even at the local level, time is necessary. But the efforts spent the storm will pay off.

Based on Longitudinal Research, 12 Persell companies with co-authors (2003) came to this conclusion.

Talent management allows you to identify and hold key employees in leading positions, to motivate them to achieve high results, not only individual.

From the article you will learn:

Management of talents in the organization is the area of \u200b\u200bHR-management, which is engaged in the involvement of qualified specialists and their integration into the company, search for talent among the existing personnel, its development, motivation and retention in the workplace to meet current and future business goals.

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The history of the term "management of talents" began in the 1970s, but he entrenched Talent Management only in 1990, when a direct connection between the development of personnel and the effective work of the enterprise was established. It became obvious the need for focused activities on the creation, development and use of a group of capable workers who can effectively solve complex business tasks and capable of occupying the guidelines if necessary.

Purpose of talent management

The purpose of talent management is to identify special abilities from workers and their use of the best for the employee and enterprise.

The key idea of \u200b\u200bmanaging talents is to change the installations with respect to the personnel. The management of the enterprise needs to move from the ideology of equality to the differentiated approach. This approach lies in the fact that special employees are isolated from the total mass in them investment invest And they bet on them.

According to the new ideology, it is necessary to build the entire Talent Management system. It follows not only over the selection of the most promising specialistsBut also plan their appointments, career promotion. At the same time, it is important to use comprehensive development tools, engage in motivation and holding talented workers.

When controlling talents in the organization, it is necessary to take into account that the capable employee not only demonstrates a high level of existing competencies, but also has a powerful developmental potential.

Severe two categories:

Talents in the profession.These employees have unique knowledge and abilities in their professional field.

Talented managers.Workers possessing manageable competencesimportant for a particular company and potential for their growth.

The capable managers demonstrates the following qualities:

• developed systemic thinking;
• large-scale vision;
• ability to think to perspective;
• preparedness for change;
• adopt new circumstances;
• powerful motivation to achieve the goal.

Such an employee is aimed at its development, opened with new ideas and innovations.

What does a talented employee mean and how to reveal it

In some domestic companies, talents consider a small group of managers (about 1%), since business results are directly dependent on their actions. And it is for them that the talent management program is created.

For more democratic executives, a specialist key for the company is subject to this definition, but they also occupy no more than 10% of overall workers.

Experts consider the most optimal approach in Talent Management, in which any high development potential worker can be considered talented, an employee who contributes a noticeable contribution to the development of its company.

Some managers make tremendous efforts to search and attract new capable employees, organizing a complex "head hunt." At the same time, they spend not enough tools and time to hold and develop their own validations that are already working in the company.

As part of the talent management system, the growth of employees can be carried out not only due to their movement up the career ladder, but also by engaging in new promising projects, expanding the zones of responsibility. At the same time, the company, in turn, receives the result from the most complete use of creative ideas, experience and opportunities of employees.

Talent management efficiency can be assessed in terms of key employees in leading positions. If the fluidity is small, then the system of attracting, developing and holding capable employees in the company is formed competently.

Talent Management Program

The talent management program should include the possibility of career growth of employees. To do this, you need to create a transparent system of replacement of vacant posts. It will be a serious motivating and retaining factor.

For example, if you are evaluating employees within the framework of the talent management, then the High Points of Employees should be included in the Development Program and career Reserve. They must have priority in career advancement. This order must be prescribed in the "Personnel Reserve" position. Encouragement for capable workers can be attention to them from top managers: conversations, discussion with them important problems for the company.

It is mistaken to think that once an employee is talent, to teach and develop it. Development is the main factor of motivation for the younger generation. Otherwise, he will quickly lose interest in work.

Include capable employees in promising projects and startups. This is a challenge for a talented person. Place them responsibility and authority.

Determine what exactly the talented employees are already available, and move them for the best for their skills.

When choosing such a strategy for managing talents in the organization, management should be prepared for large number Internal rotations.

The essence of the second talent management strategy is the idea that giving is a great potential of professional growth, the development of at least one of the competencies (professional or managerial).

Talent management strategy can use management methodologies based on competencies to implement long-term enterprise plans.

Output

The philosophy of any approach in talent management should be based on the following idea - in conditions of struggle for staff best strategy Is the provision of opportunities to workers to deal with the fact that it is best that the company wins, and the employee himself.

Tailing talents raises all boats ...

McKinsey, "War for Talents"

We help companies in talent management

In the Russian-speaking Internet, it is impossible to find a clear and short definition of what controltalents or, in the English version, Talent Management. This topic is a complex, confusing and accessible only to foreign giants. This is not true. If avery short then

Talent Management (Talent Management) is the involvement of highly efficient employees and hold them in the company.

Talents create additional cost and competitive advantage.

Talents have higher performance and they create products that have not yet been on the market.

In the companies that head the market, this topic has become the main thing more than 15 years ago.The concept of "talent management" or "Installation for talents"appeared from the report of McKinsey"War for Talents" in 1997. Already then industrial and trade giants rebuilt their approaches to management, taking into account changing conditions.

"In the war for talents there are three main driving forces: an irreversible transition from the industrial century to the information, the intensification of demand for high-end management talents and the growing tendency to change the place of work."

from the report of McKinsey 1997

The transition from industrial society to the information is completed and the old ways of managing the organization lead to stagnation or to loss of money and place in the market. Competition withstand companies that have learned to use human talent.

What does it mean to manage talents?

Manage talents means to hold high-performance employees, creating conditions for them so that they felt satisfaction with their work.

Evaluation is the identification of high potential both at the entrance to the company and working employees

Approaches to potential assessment

Today there are several approaches to determine the high potential.

Efficiency. This is the most common practice - measure the effectiveness of current activities. Here implicit is the assumption that the staff is highly effective today are high potential holders. There are a number of problems related to this approach. The most obvious is that the competences and the problems that employees face at higher levels are noticeably different from the competencies and the problems they face at lower ones. Since these competencies and problems almost do not coincide, then the current efficiency at a lower level does not at all mean the same high efficiency at the highest. At the same time, efficiency is the easiest measurable indicator. While the performance is not equal to the potential, it can contribute to the identification of people with high potential. This is a threshold. It is unlikely that a person will be considered as having a high potential if it is not effective in today's role.

Another approach consists of a deployed survey and interviewTo make a suggestion about the potential, taking into account the set of standard elements.

Here are the main:

Performing abilities:

• How high the effectiveness in the tasks of various kinds and in long-term tasks?
• Are people successful in uncertain situations?

Relationship Building - Effects / Communicative Skills:

• Can they form good arguments to influence colleagues, their position and point of view?
• What others think about them?
• What is the impression they produce when I interact with them?

Enthusiasm and ambitions:

• Do they have a feeling of urgency and responsibility about large important and urgent projects?

Passion for learning:

• Do they have openness and passion for learning?
• Are they highly familiar to constantly learn?

A model of a higher level of competencies.

We are talking about the evaluation of managers more low level Using the competence required for a higher level. As a rule, such an assessment is carried out using the "estimate 360" or multi-level research.

Here, the underwater stone lies in that for example, it is difficult to get a reliable assessment in the development of organizational strategies, "if a person does not have the ability to carry out behavior associated with this competence. When there is no behavior based on experience, no one has the right to rely on conclusions.

Coching

Coaching is the art of asking cunning questions and provide constructive and developing feedback

This can be learned. And this method of communication with subordinates will give results in the development of employees. No external consultant or internal personnel specialist will replace daily communication managers of all levels with their subordinates. These are they planning daily, distribute tasks and control the execution. If the company has external qualifiedy Cuchi working with promising employees is great! At the same time, daily communication with the leadership should not be the ears cold water on developing skills. If organizations do not work with external coaches - it is a bit more difficult, but not deadly. The idea of \u200b\u200blaunching new relations in the organization is to train the company's coaching approach managers. This task takes time and effort, but it is fulfilled in specific deadlines internal forces of the company.

Mentrancy

Mentoring or Mentoring - a way to transfer specific skills and skills to another person

Sometimes, mentoring is already in the organization as a way to transfer unique skills, sometimes this does not attach much importance. It all depends on how specifically the area and what are the possibility of attracting ready-made specialists from the outside. In the management of talents, mentoring plays an important role.N. under the development and launch the systemdecision making and the procedure for which criteria is prescribed a mentor who participates in the appointment, as determined by the effectiveness of mentoring, what are the timing and results of the work of the mentor. Sometimes, all processes are already in the organization as part of the adaptation system. Sometimes they are not formalized, or they do not give values \u200b\u200bat all. In order to obtain sustainable and predictable results, such a system must or create new or formalize ready-made solutions. And link directly with the system Career development.

Planning continuity

Planning continuity or career development is a consistent implementation of a series of various employee movements so that it makes it all the skills necessary for his role in the company

"Give me the names of two people who could get around you"

Jim Skinner, former cEO McDonalds Corporation

Premience Planning or Career Development Forms based on the strategic goals of the company and is tightly linked to the selection and hiring system. It is about minimizing risks from losing leadership in key positions. In this case, it is more correct in this case to rely on internal candidates because it is known and the degree of commitment to the values \u200b\u200bof the company and the compliance of culture. But sometimes there is a need for one reason or another to hire candidates from the part, planning for them subsequently replacing key positions. At the same time, it is important to carefully develop a candidate's profile taking into account personal and professional potential. Risky immediately hire a person from the side to one of the leading roles in the company, safely plan the gradual promotion. When planning a career, you need to consider what skills and skills need a candidate in the future, and not just at the current moment. In fact, it is necessary to develop a model for each task, which is planned for the applicant - the behavior, attitude, skills, knowledge, experience that allows us to succeed in this role. Such a model helps a candidate to understand what is required from it at the present moment and what needs to be done to move on. There are large-scale automated career planning products, designed to meet the need for continuous monitoring and evaluation of candidates for key positions at intermediate stages. But such a system can be built by the internal forces of the company without attracting expensive software. To do this, it is necessary to complete the participation of the first persons and leading managers - people whose role determines the company's place on the market today and the vision of where it should be.

Attracting talent is a search and hiring of people with high potential, involvement and desire for achievements.

Attracting talents

In attracting the talents of the key point - the assessment of the potential at the entrance. This is quite difficult because if the mental and / or emotional potential can still be measured in one way or another, for example, using psychometric tests, then the involvement or desire to measure the input is unrealistic. Even if the candidate has confirmed successes in his past experience, misappropriate between expectations and reality in relations or formulation and complexity of tasks may be fatal for the development of a career employee. Unfortunately, in this case, the losses are tangible and for the company - time, money and effort has already been spent.

therefore the usual methods Search and hiringdo not give the desired result.

In this case, you need to create own approach to the search and evaluation of candidates for hiring, which comes out of the company, taking into account those features that are inherent in the roles, which this is speech, in all their complexity and perspective. itmaybe a series test tasks Different complexity and structure. Or agreed with managers a set of questions and desired answers for a structured interview,maximum in detail clarifying necessary Competence . It is important that when forming an assessment tools taken into accountfeatures relationships and behavior in the company - speeddecision making, hierarchy, approach to the separation of spheresresponsibility. It is important to take into account the prospects for the development of an employee.You can create own tools for checking the necessary competencies - the main thing in order totook part Company managers definingher development.

We have developed a methodology based on identifying one of the main today'sbasic skills manager, necessary for successful work - Skill of an integrated approach to solving problems, the so-called "simplex method".

Innovation management

Innovation management in the new paradigm of leadership is the creation of a medium where people can exchange ideas and create fundamentally new solutions

“Talented people Do not want to go after me. They want to create the future with me. My job is to bring up the frames from the bottom up and do not allow it to turn into chaos. "

Bill Cofran, Senior Vice President Google

The new paradigm of leadership assumes that genius is a product of collective creativity, and not individual, as before. In order to allow him to be born, you need to create such a space where the creation of the team is implemented. It means that the main task The leader is not to lead, but create a medium for sharing ideas. This is such a management strategy that is notallows Dominate one group or person, even if it is a boss or expert. Instead, leaders are developing a detailedthe process of adoption solutions to considerseveral options, and not one of them. Ideas are not discarded, but synthesized. itgives the opportunity to S.walk out quality new products. This part of the talent management is the most difficult, as it requires a change in thinking of the company's leaders. It can not be done in one day or for one training. You can start new step step by stepthe forms of management of valued processes in the company, while getting more and additional benefits measured in real money. It's about creating corporate knowledge exchange sites using which you can train, adapt and train employees without hiring organizations from the part. The development of this kind is much more valuable by external coaches because they contain only yours, the necessary specific and unique knowledge of your customers, your products and your values. Employees, participating in the process of creating different valued products, receive a unique experience. collaboration Over the development of solutions in the process of collective team creativity. Managers of the company, learning to moderate such work, accumulate experience in creating a medium in which people will be able to exchange ideas and create collective decisions. It is necessary to give the will the talent and the enthusiasm of many people and be able to direct them in the right direction.

in companies where the first persons are not convinced that it is necessary;

in companies with opaque management (many hidden agendas);

In other cases is the best way To enter the world market or in order to bring the company far beyond the expected results.

The choice is yours!

Perhaps you already thought about the introduction of this approach, but you had "white spots" in understanding what you need for this, and how to implement talent management in your organization. It is impossible in the article, and no need to describe all the nuances and opportunities. We described what our look is fundamental in this approach.

It will not be an exaggeration to say that all today's market leaders in various industries have already moved to talent management, as the only one possible method preservation and development of leadership.

it Google, Facebook, General Electric, HCl Technologies, Apple, Intel, Johnson & Johnson, Pixar, Amgen. There was a place for this approach in much smaller in size, but profitable companies working in the field of consulting, finance, marketing and IT industry.

We are always ready to help you in this creative and inspiring work. Both in the individual components and in the integrated implementation of the approach.