Talent Identification
Enables Organisations

From the work that we do we see that talent Identification enables organisations. We decided to to do some research to find out if you agreed

Responses to Trans4rm's Talent Identification and Leadership Development Survey (2011–2012) show that 60% of respondents have between 1% and 25% of their workforce in their talent pool. Ten per cent of organisations have between 76% and 100%.

There are two key drivers for identifying talent within organisations:

  • Finding the right resources for specific roles that are critical for the business today. These may be technical, client-facing or leadership roles. This is a fairly straightforward activity and standard descriptions and profiles are readily available to support the definitions you choose to use. Our article [title/link – please insert] will give you more information.
  • Finding resources that show potential for contribution to the business in the future. Some organisations consider such talent identification to be of vital importance to the business. Talent is identified and then development plans are agreed, implemented and regularly reviewed.
Trans4m's survey shows three key areas to focus on in order to facilitate talent development: culture, the definition of 'what good looks like' and career progression. We will look at 'what good looks like' and career progression in future issues of Update, and will consider here the importance of culture, as well as contributing environmental factors.
If you would like to find out more about our
programmes and services, please
call us on +44 (0)776 232 8462 or
fill out our enquiry form

Talent Identification Enables when
there is a healthy business culture

A healthy business culture understands that developing talent is seen as an ‘organisation enabler’. It recognises the importance of identifying people to invest in and develop for current and future roles. Where ’talent identification’ is seen as an enabler it is given a high level of importance by all in the organisation. Time and money are invested not only in the ‘talent’ but in the teams supporting them in their development and in business as usual (managers, subject matter experts and coaches). Managers release ‘talent’ to roles that help the wider organisation and do not hold them back to benefit only their own teams. There is an understanding that there are many levels of development and no one person will have all the capabilities needed at all levels. Therefore, they need people around them to support and guide them through these levels in order to enable them to reach the correct levels to fulfil their potential.

Not everyone will be identified as 'talented', and the vast majority of workers in the organisation will be ‘outside’ the pool. However, these people are vitally important to the success of the business too, and they must be equally valued. The business must ensure that talent identification is not only carried out fairly, but that it is also perceived to be carried out fairly. It is important that all staff are motivated and committed to the organisation as a whole. Then they will understand that identifying and developing those who are 'talented' will benefit the whole organisation, including them.

In today's market environment there are a number of environmental factors affecting talent identification. Restructuring and cost-cutting exercises can result in increased workloads for managers. Consequently some do not feel they have the time and space to invest in staff development. Some managers lack training in this area, and therefore do not fully understand the role. If not managed wisely, the impact of these factors could be detrimental in the long run. Talent identification is vital to the long-term growth of any business.

Is this true where you work? Does your talent identification enable your organisation?

If you would like to understand how Trans4rm can work with you in raising the profile of your talent management activities, and to make sure that your talent identification enables your organisation, please call us on +44(0)776 232 8462 or fill out our enquiry form

Subscribe to our mailing list

* indicates required

Recent Articles

  1. Quotes - to provoke personal thought

    Feb 27, 16 04:29 PM

    Quotes - to provoke personal thought

    Read More

  2. Project Management Development | Get your own coach | Learn to reflect

    Feb 01, 16 02:43 PM

    Project Management Development is more that a leadership programme | If you believe you are done then think again!

    Read More

  3. Project Coaching Approach

    Jan 26, 16 10:11 AM

    A description of our project coaching approach - an overview of our coaching life cycle

    Read More

Keywords and Categories

CHANGE  communication  
programme 
OPTIMISM  
agility Resilience Coaching 
optimism PROJECT
Management  
Leadership EI Help

Mind-set Change

self-motivation PMO
ProjectManagement 
behaviours Workshops 
Facilitation LEARN 
OPTIMISTIC others 
TEAM motivation Sponsorship

Coaching Approach