The Integrated Talent Management Model

Over the years, there have been multiple models made for talent management that have been created. Talent management combines the HR tasks of talent acquisition, onboarding, performance, learning, and succession into a single system (Ibrahim & Zayed, 2018). It gives the framework and resources which need to hire, deploy, develop, and keep the top people in the sector.

HR and managers collaborate to shape the employee experience through every step of employment, from hire to retirement or transition, as part of the talent management continuum. The manager provides direction through regular feedback, professional and career development, and engagement activities that are all aligned with the organization's short- and long-term objectives (DeVaro, 2020).

According to Nilu (2021), talent management produces measurable outcomes that have an impact on engagement, such as:

Ø Higher performance that is in line with the organization's objectives

Ø  Top achievers are better retained

Ø  Job satisfaction is higher

According to De Tuncq and Schmidt (2013), Integrated Talent Management functions are commonly referred to in a variety of ways. Six talent management functions are the primary components of the approach shown below. 

 

Figure 2- Integrated Talent Management Model

Source – Association for Talent Development (2013)

          Workforce planning

Workforce planning is the strategic process of forecasting a company's talent needs and developing plans to assure good performance (Gulshani 2019). Assessing the business strategy, understanding talent implications, identifying segmented roles, and outlining the build or buy steps to be taken are all part of strategic workforce planning (DeTuncq & Schmidt, 2013). The goals of the other talent management tasks will be influenced by the outcomes of strategic workforce planning assessments (Lee, J. & Waldt , G. v. d., 2020).

Talent acquisition

Attracting, identifying, and obtaining the proper people that the company requires to achieve its strategy and goals is what talent acquisition entails (Gulshani 2019). The appropriate talent must be found at the right time, in the right location, and for the right price (DeTuncq & Schmidt, 2013).

Performance management

According to De Tuncq and Schmidt (2013) performance management refers to how a company or a person sets goals, manages, and measures performance, and achieves strong individual and corporate results. To establish performance alignment, the corporate goals cascade downhill.

Learning and development

Learning and development focuses on the professional growth that people need to accomplish their jobs well, such as technical or job-specific skill training and related capabilities (DeTuncq & Schmidt, 2013). Individual career development and leadership development for all levels of managers, as well as onboarding and mentoring, are all included.

Succession management

Succession management is concerned with how firms discover, develop, and transition important personnel into critical jobs to secure the company's long-term success (DeTuncq & Schmidt, 2013). It encompasses not only replacement planning but also the discovery and development of high-potential employees as well as talent pool management (Gulshani 2019). This personnel management role also includes leadership skills, executive growth, 360-degree feedback, executive coaching, and job rotations (Lee, J. & Waldt , G. v. d., 2020).

Engagement and Retention

According to De Tuncq and Schmidt (2013) employee engagement and satisfaction surveys, as well as related action plans, are all part of the engagement and retention process. It also focuses on the tools and programs that can be used to inspire and reward employees, such as incentive programs, diversity efforts, employee resource groups, and recognition programs (Gulshani 2019).

It's important to remember that no model for something as fluid as talent management is set in stone. It must be able to respond to the organization's changing demands, changing talent expectations, and the pace set by industry developments (Schmidt & De Tuncq, 2013).

References

DeVaro, J., 2020. Strategic Compensation and Talent Management: Lessons for Managers. s.l.:Kindle Edition

DeTuncq, T. & Schmidt, L., 2013. Examining Integrated Talent Management. [Online]
Available at: https://www.td.org/magazines/td-magazine/examining-integrated-talent-management
[Accessed 10 11 2021].

Gulshani, R. (2019) ‘A Process Model of Talent Management in Structurally Ambidextrous Organisations’, NHRD Network Journal, 12(2), pp. 135–144.

Ibrahim, S. N. & Zayed, A., 2018. The Impact of the Integrated Talent Management on the. International Journal Of Academic Research In Business & Social Science, 8(7), pp. 221-237.

Jayaraman, S., Talib, P. & Khan, A. F., 2018. Integrated Talent Management Scale: Construction and Initial Validation. Sage Journals, 8(3), pp. 301-321.

Lee, J. & Waldt , G. v. d., 2020. 1 An integrated talent management model for the Public Service: The case of the Western Cape Provincial Government. Administratio Publica, 28(2), pp. 173-190.

Niu, Z., 2021. The impact of talent management on performance: moderating effect of career management. Indian Journal of Economics and Business, 20(2).

Schmidt, L. & De Tuncq, H. T., 2013. Integrated Talent Management Scorecards: Insights From World-Class Organizations on Demonstrating Value. s.l.:Association for Talent Development.

 

  



Comments

  1. Dineth PereraDecember 5, 2021 at 6:01 PM

    Hi isuru, agree with you, adding to your points, The internal training and development of the talented is important for organizations to enhance performance (Lepak & Snell, 2002). The processing of these inputs is assisted with the deployment of appropriate HR policies. The resultant output is desired behaviors of people which contribute to organization performance.

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    Replies
    1. Isuru PereraDecember 17, 2021 at 6:29 AM

      Thank you, Dineth for your valuable thoughts. Yes, I agree with you regarding Internal talent development and training as critical for firms to improve performance (Lepak & Snell, 2002). The deployment of proper HR policies aids in the processing of these inputs. As a result, people's intended actions contribute to the organization's performance.

      Delete
  2. Nirmika FernandoDecember 5, 2021 at 11:58 PM

    Hi Isuru, You have well identified the subject matter. Further, Talent management can influence the organising of employees, using technology & allocation of resources (Richard et al., 2011). Every organisation use a unique talent management strategy based on their organisational requirements. It is necessary to provide proper recognition for the knowledge, skills & capabilities of the employees since it is an important fact to get a competitive advantage (Colling & Mellahi, 2009).

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    Replies
    1. Isuru PereraDecember 17, 2021 at 6:33 AM

      Thank you, Nirmika for your valuable thoughts. Yes, I agree with you also. Talent acquisition comprises attracting, identifying, and securing the appropriate personnel that the firm requires to achieve its strategy and goals (Gulshani 2019). At the right moment, at the right place, and for the right price, the right talent must be found (DeTuncq & Schmidt, 2013).

      Delete
  3. D.P Dileep ErandaDecember 9, 2021 at 8:51 AM

    Well written article Isuru. Currently, top companies are expanding the role of talent management by creating integrated talent management organizations (Kaplan and Norton, 2001). Thus, these companies have experienced professionals who are motivated to implement talent management initiatives designed to drive the achievement of company goals, and are taking steps to measure the impact of those initiatives. Integrated talent management is focused on building organization capability by aligning the various talent management functions so that integrated talent management can have a stronger impact on business growth. Integrated talent management alignment can increase efficiency and effectiveness, lead to stronger results, create higher performing employees and organizations (Watkins, 2003).

    ReplyDelete
    Replies
    1. Isuru PereraDecember 17, 2021 at 6:34 AM

      Thank you, Dileepa for your valuable thoughts. Yes, I agree with you also. Learning and development focus on people's professional progress, such as technical or job-specific skill training and related competencies, that they need to do their professions well (DeTuncq & Schmidt, 2013). Onboarding and mentorship, as well as individual career development and leadership development for all levels of management, are all provided.

      Delete
  4. J.M.C.C.JAYASUNDARADecember 25, 2021 at 5:18 AM

    Clearly described the topic,Talent Management express its idea as a “forward-looking” function.It is not must that talent management make a progress in organization’s flexibility and performance, it should provide the valuable information and useful tools to plan for growth, change, acquisitions, and critical innovative products and services.Talent management is realised to be one of the major HRM challenges for organisations as it occupies significant value on the availability of competent, well-trained and highly-skilled individuals to achieve strategic objectives and financial success (Cherkesova et al. 2015:399; King 2015:4; Beamond, Farndale and Hartel 2016:501)

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    Replies
    1. Isuru PereraDecember 26, 2021 at 6:57 AM

      Jayasundara, thank you for your valuable contribution. Yes, I completely agree with you. Attracting top-tier personnel, expanding their knowledge and abilities through training, inspiring them to improve their performance, and establishing a healthy work environment are all part of talent management. These processes, when handled effectively, can empower your people, allowing the organization to realize its aspirations and goals (Caplan, 2013).

      Delete

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