Talent management

Talent management is a process used by companies to

optimize how they recruit, train and retain employees.
Through human resources processes, such as strategic
workforce planning, companies can anticipate their
needs and goals and attempt to hire a workforce that
reflects those needs.
 Why talent management

Open for discussion

Being the future employees or entrepreneurs list the
points why talent management is important.
 Why talent management

By implementing and practicing talent development,

employees will acknowledge their roles and have the skills
and tools they need; this helps them enact fewer errors.
Why talent management
 Talent management - be taught or inborn
Talent is not taught, it’s a natural ability to see or do something
in a certain way. But skill is something that we have become
good at and love doing but have been taught. It’s taken hours,
days, weeks, months, years to master.
Talent is an inborn ability or natural aptitude of a person which
is often hidden and needs recognition. It means, being good in a
certain activity, without actually learning or acquiring it. Unlike
skill, which is a learnt ability, and it can be developed in
someone if he/she put his time and efforts in it.
 Introduction to talent management
Talent concerns
❖ all the skills, knowledge and attitudes that managers expect from the
workers
❖ No limit to these three factors.
❖ Talent has to be found out first and then consistently developed
❖ It remains an asset for the company.
➢ One can then say that most employees are talented because
they provide what they can best undertake for their company
in question. This is a correct argument because companies will
buy firstly the skills and use them for their own benefit.
TALENT MANAGEMENT PROCESS
Significance of Talent Management
 Why talent management
1. Talent Development Engages And Motivates People

If you’ve ever been in a job that feels like it’s going nowhere, you’ll know just how
demotivating and demoralizing that can be. You’ll also completely understand these
numbers. 76% and 68% of employees highly value career growth opportunities and training
and development policies, respectively, according to ClearCompany .Who can blame them?
Without clear development programs and pathways, it’s difficult for employees to see a clear
purpose in their work or the ultimate form of recognition for their hard work—the
opportunity for progression into higher-paying or more senior positions. But with the UK
having an average employee engagement score of just 45%, effective talent management
plans make you stand out from the competition.

And, without bombarding you with numbers, disengaged employees are reported to produce
60% higher error rates and cost the UK up to £70bn per year. Wash all those worries by
engaging your employees!
 Why talent management
2. You’ll Keep Top Talent For Longer

We lied about the number overload, but there are some great statistics that highlight how talent
development helps you retain employees. It’s linked to point number one, but 94% of employees would
stay at companies longer if they took an active role in their Learning and Development, according to
LinkedIn. Those people can see the light at the end of their hard work tunnel.

Another study showed that highly engaged people are 87% less likely [1] to leave their companies. And
here’s a number from Willis Towers Watson [2] that really hammers home the point: almost 75% of
“high-retention-risk” employees leave because they’ve reached the top of their company’s career
ladder.

So, you can’t be all stick and no carrot! People need the chance to progress, and they need to see your
strategy for helping them do it. If you can’t do that, it might hit you in the pocket and it’ll cost a lot
more than a few loose vegetables. A 5% increase in employee retention can drive a 25% to 85% lift in
profitability, while the average cost of replacing an employee for an SME has been quoted as £12,000
[3].
 Why talent management
3. It Helps You Close Skill Gaps

Have you ever had one of those arguments where you storm off and say you’ll find what you need
elsewhere, only to discover it’s not as simple as that? That’s a little bit what it’s like when you’re looking to
add skills to your team. The grass isn’t always greener on the other side but where you water it.

A 2020 study of 1,000 business owners by PeopleCert [4] found six in 10 job applicants lack the skills
employers are looking for. While 40% of companies told McKinsey that they’re unable to find people with
the necessary qualifications, even for entry-level jobs. So, what’s an L&D or HR manager to do?

Assess which skills you’re lacking, understand who has the existing or transferable skills and temperament
to build those, and create learning pathways for the right people to reach that destination. Learning
pathways should be a key part of your employee development and talent management strategies, and the
more personal the better. The more relevant they are to your company and people, the more efficiently
they’ll build skill—that’s the power of intelligent learning platforms.
 Why talent management
4. It Drives Better Customer Experiences

You might be pleased to know that we’re entering the least stat heavy part of this
post, there’s just two here! 41% of customers remain loyal because they notice
positive employee attitudes, while a negative feeling from staff is the reason why
68% defect. We already know that talent development plays its part in motivating
and engaging employees, so that will be reflected when they speak with customers.

There’s also the other elephant on that phone line, won’t knowledgeable,
better-skilled, and high-performing staff be able to deliver better customer
experiences? They’ll certainly be better placed to give the right answers sooner.
 Why talent management
5. It Creates Career Opportunities

A nice way to round off this article, we’ve already discussed how much employees value
progression, and here’s your chance to deliver. Ultimately, by using a little bit of each point
we’ve covered so far. Understanding your skill gap can help you realize the positions you’re
lacking and give you justification on why you need to create them. Or it might be that you
implement a development plan that forces your hand by driving an employee to the point where
they reach that more senior position naturally.

However you go about it, you’ll create an environment where your top talent wants to stay and
you start noticing admiring glances from potential applicants. Here are two final stats that show
just how it can help you stand out from the crowd. Only 29% of employees [5] are “very
satisfied” with their current career advancement opportunities and yet only 29% of
organizations claim to have clear Learning and Development plans in place.
 Important functions of Talent Management
1. Establishing a high-performance workforce.
2. Attracting individuals with high potential and retaining them
through proper training and refreshment.
3. Increasing the productivity of the organization.
4. Proper time management, as untrained and unskilled workforce
lead to wastage of time and commitment of errors, which is not
cost-effective.
5. Retain talented and high-performing employees.
6. Ensuring growth and innovation in the organization.
7. Developing skills and competencies in employees.
 Individual skills TM
● Skills, knowledge, intelligence, and experience
● Ability to learn and grow
● Judgment, attitude, character
● Perseverance and self-motivation
Individual skills TM
Unidimensional Talent
In an organization, we observe that some employees are best in a
particular skill and ability. For instance, some employee may be best in
administration, some of them best in sales, while some employees may
be best in their respective functions. When individuals possess a
singular talent in any particular field, it is called unidimensional
talent.
Multidimensional Talent
On the other hand, in an organization we also observe that employees are adept at
multiple skills and abilities. For example, one employee is best in administration
sales, accounting and production at a stretch. Such an employee is said to possess
multi-dimensional talent.

Multi-dimensional talent is much sort after by organizations. Every organization

seeks to retain employees with multidimensional talent as they prove highly
beneficial in bridging the gap between organizational objectives and goals.
 Abilities of individuals in TM
Skill and knowledge both are the abilities of individuals. Knowledge is information-based
and skill is the ability to perform a particular task in the required time frame.

Knowledge − It is the theoretical and practical understanding of any subject. It provides the
foundation to gain skills on any subject or action. For example, an employee having good
knowledge of English language and grammar may not be able to speak in good English,
because communicating in English is a distinct skill.

Skill − One can develop skills through experience, training, and continuous effort. For
example, an employee can develop communication skills while continuously practicing and
communicating with colleagues or subordinates.
 What is Talent Gap?

Talent gap simply refers to a lack of skilled personnel in an organization. Every

organization occasionally faces the tough issue of talent gap. The HR Department
makes an all-out effort to fill this gap through various methods, most of which are
discussed in subsequent chapters of this tutorial.

Persistent talent gap is likely to hamper the growth and development of an

organization. It also has a negative impact on the employees’ motivation as they
feel demotivated due to lack of talented people to look up to for necessary
instructions and advice to work effectively.
 How to Fill the Talent Gap?
To fill the talent gap in an organization, the HR Department needs to follow certain basic steps. It helps in
working out solutions to deal with talent gap. Following are the steps to address talent gap.

● Know the Knowledge, Skills and Abilities (KSAs) required for the positions or vacancies.
● Identify the areas where proficiency needed.
● Look for persons with required KSAs within the industry or market.
● Select the right or deserving candidates with required proficiency.
● Identify the skill gap of the candidate to the position.
● Devise plans to mitigate the skill gap.
● Provide training and refreshment to the newly-hired employees.
● Roll out professional development plans to help employees succeed in their role.
● Periodical assessment of individual performance and identify the areas where extra training or
specialized attention is required.
 History of Talent Management
● Poor business forecasting in 1970s
● Over emphasis on training and development
● Recession in 1980s
● Restructure and placing less emphasis on
internal development
● Outside talent acquisition
 History of Talent Management
● Precursor in the latter part of 20th century
● Both attracted and losing experienced employees
● The term coined by McKinsey & Company
● Talent becomes increasingly formalized
● Talent Management included
○ Succession planning
○ Assessment
○ Development
○ High potential management
 History of Talent Management
● Components
○ Attract , develop, motivate and retain -
touches all key areas
○ Full scope of HR processes - integrating each
other
○ High performing employees - motivate,
engage and retails
○ https://youtu.be/4oYdpyS9-kU
 Focus of Talent Management
❖ Employee ❖ Engagement
reputation ❖ Retention
❖ Employee branding ❖ Succession planning
❖ Learning and
❖ Referrals
development
❖ Onboarding
❖ Performance
❖ Selection management
❖ Inboarding ❖ HR analytics
 History of Talent Management
● War for talent
○ Better talent worth fighting
○ 77 companies were taken for study and
worked with their HR department
○ 400 corporate officers and 6000 employees
○ Case studies in 20 companies
○ Creating and perpetually refine an
employee value proposition
 History of Talent Management
● Shortage of executive talent
● There is a war for talent and it will intensify
● All are vulnerable
● Make talent management a burning priority
● Creating a winning value proposition
● Sourcing great talent
● Developing talent aggressively
● Put people in jobs before they ready
● Put a good feedback system in place
● Understand the scope of your retention problem
● Move on the poor performers now
 History of Talent Management
● Scope
○ India is rapidly expanding market in south east Asia
○ Focus on talent management is started
○ Skilled and Unskilled labour parity
○ Equipment of tertiary skill is important
○ High scaled labour is scarce and valued more
○ Higher amount job hopping attitude
○ 54% are in an idea of leaving current jobs due to growth
opportunities
○ Age bracket is 16-24 years
 History of Talent Management
● Need
○ To align the workforce with business needs
○ To engage the workforce for establishing and
sustaining productivity
○ Effective talent management increases
employee satisfaction
○ Effective leaders
○ Balance diversity in workforce
 History of Talent Management
This begins before a position even opens up. That way, you already have a list
of people to target by the time the job is posted. You won’t have to scramble in
the moment. Sourcing can vary from place to place but here’s a general
overview of talent sourcing and its milestones.

Step 1: Creating the Position

The first step is creating a job description. You need to know it inside and out
or tracking down a candidate will be impossible. What’s expected of them? Are
there hard or soft skills they must have before the first day? During this
process, it’s important to be in close communication with managers,
department heads and hiring officers. Ultimately, this should produce a
detailed job description.
 History of Talent Management
Step 2: Creating a Candidate Persona
Once you’ve gathered all the key info, it’s time to think of your dream hire. A candidate
persona is a write-up of the best person to take the position. What competencies do they
have? How do they jibe with the company culture? It’s your blueprint for the perfect fit.
During this step, you’ll want to think about the channels, locations, websites and platforms
your ideal fit frequents.

Step 3: Identifying the Best Candidates

Now that you know what you want it’s time to go out and get it. You’ll need software like an
ATS or CRM to capture information and automate everything. You’ll also want to search
social media sites, job boards and more. Look at people who you didn’t interview last time
around and see if anyone stands out. Last, you should always be collecting candidates
year-round. Reach out to them and see what comes up.
 History of Talent Management
Step 4: Contact Candidates
Once you’ve sought your potential hires, it’s time to contact them. Type up a direct, personalized message.
Creating templates for emails further down in the recruiting process is a good idea, but spend time making
this one unique. It’s the most important first touch. If you don’t hear back, don’t despair. Shoot a followup
or two their way. They might need a little prompting sometimes.
Remember, in that initial contact you don’t want to bog them down. Don’t ask them to fill out an
application. Don’t give them a long test or other knockout criteria to pass. This is just to confirm it’s worth
everyone’s time. Once that’s established, schedule a 20-minutes phone call to sit down and confirm that
this candidate is available, interested and ready to apply officially. Here is where you can ask them to fill
out forms or take competency tests.

Step 5: Interview and Assess

Depending on the company, this may be where a talent sourcer ends their service. Look at your notes and
narrow down the top potential hires. Then, pass them along to the recruiter, hiring manager or other
workplace contact. However, if you’re also involved in the recruiting stage, they could involve you in
interviewing to find the best fit.
 History of Talent Management
Step 6: Hiring and Onboarding
When the final decision is made, it’s time to send the offer, nail down the
specifics and officially get the right employee on staff. Again, this could very
well be the job of a company official. No matter what, if you’ve done your job
correctly, the hiring and onboarding should go smoothly.

Step 7: Get Feedback

The last step is easy to forget but is essential. Ask how the process was for
them. Did you do a good job of matching them with a place that
complemented their abilities? What could be different or better? How did you
represent the brand? You can critique, adjust and move on.
History of Talent Management
 History of Talent Management
● Planning: Planning is the initial step in the process of Talent
Management. It involves the following:
○ Identifying the human capital requirement.
○ Developing the job description and key roles.
○ Proposing a workforce plan for recruitment.
● Attracting: Deciding whether the source of recruitment should be
internal or external and seeking for the suitable individuals to fill
in the vacant positions through:
○ Job Portals such as Naukri.com, Timesjob.com, etc.
○ Social Network such as LinkedIn and Twitter.
○ Referrals.
 History of Talent Management
● Selecting: Recruiting and selecting the personnel. It involves the following
steps:
○ Scheduling written test and interviews.
○ Scrutinizing the most suitable candidate for the profile.
● Developing: In this stage, the employee is prepared according to and for the
organisation and the profile. Following are the steps involved in the
process:
○ Carrying out an onboarding programme or an orientation programme.
○ Enhancing the skills, aptitude and proficiency of the personnel to
match the profile.
○ Counselling, guiding, coaching, educating, mentoring employees and
job rotation.
 History of Talent Management
● Retaining: Employee retention is essential for any organisational existence
and survival. Following are the ways of employee retention:
○ Promotions and increments.
○ Providing opportunities for growth by handing over special projects.
○ Participative decision making.
○ Teaching new job skills.
○ Identifying the individual’s contribution and efforts.
● Transitioning: Talent management aims at the overall transformation of
the employees to achieve the organisational vision. It can be done through:
○ Retirement benefits to employees.
○ Conducting Exit interviews.
○ Succession Planning or Internal Promotions.
 History of Talent Management
● Selecting: Recruiting and selecting the personnel. It involves the following
steps:
○ Scheduling written test and interviews.
○ Scrutinizing the most suitable candidate for the profile.
● Developing: In this stage, the employee is prepared according to and for the
organisation and the profile. Following are the steps involved in the
process:
○ Carrying out an onboarding programme or an orientation programme.
○ Enhancing the skills, aptitude and proficiency of the personnel to
match the profile.
○ Counselling, guiding, coaching, educating, mentoring employees and
job rotation.
 History of Talent Management
● Benefits of a Talent Management System
○ Having a talent management system offers several benefits for both companies
and employees. Plus, research from McKinsey shows a correlation between
effective talent management and better organizational performance. That means
that having a talent management system can help your company outperform
competitors.
Let's explore 10 benefits of a talent management system:
● Improved recruiting. Your recruitment process can seriously impact the quality of
candidates you attract which directly affects the quality of employees you hire. A
talent management system will help you track candidates throughout the entire
process.
● Greater diversity. Being an inclusive company does more than just make people
feel good. In fact, inclusive businesses bring in 1.4 times more revenue per
employee!
 History of Talent Management
● Better employee engagement. Happy employees are
engaged employees. And engaged employees regularly
outperform their less engaged counterparts. Your talent
management system creates a comprehensive process that
addresses all employee needs, helping them grow and
keeping them committed to the company's success.
● Increased retention. Turnover is expensive. A talent
management system brings together all of the pieces you
need to target, hire, and compensate the best people for
each role.
 History of Talent Management
● Stronger succession planning. Succession planning is an important part of
talent management that's often overlooked by companies. Talent management
systems help you create succession plans that will ensure your business doesn't
lose knowledge when higher-level employees leave.
● Better onboarding. Onboarding should be customized to each new employee
and provide them with the best possible opportunity to succeed with your
company. A talent management system can help you automate and scale this
process to ensure that each new employee gets the attention they need.
● More training and growth opportunities. More and more employees are
pointing to training and educational opportunities as the number one reason
they consider a particular role. Your talent management system makes it easy to
identify skill gaps so employees can get training to improve their skills and value
to the company.
 History of Talent Management
● Career advancement opportunities. The next logical step after training
opportunities is advancement opportunities. Talent management platforms
make it easy to map out career paths so employees always know what skills
are needed to advance.
● Better performance management. Regular feedback and reviews are
vital to make sure employees are advancing toward their goals and meeting
expectations. This process can be streamlined with a talent management
system to ensure that feedback is objective, continuous, and useful.
● Better employee experience. All of this comes together to create a
positive employee experience. When employees consistently enjoy positive
experiences they're more likely to stay with the company, work harder, and
be more engaged.
 History of Talent Management
● How to Choose a Talent Management
System
○ Before we get into our list of talent management systems,
let's talk about what you should be looking for when
choosing a talent management system for your business.
According to a 2019 survey by Capterra, 38% of talent
management software users said functionality was the
most important factor in their purchase. Not only that, but
62% of those surveyed switched talent management
platforms because their existing tool lacked features.
 History of Talent Management
●
 History of Talent Management
7 Best Talent Management Systems
SAP SuccessFactors is a cloud-based enterprise talent management
system that helps you manage the entire employee experience to make
sure your employees feel connected, supported, and empowered. This
platform offers a global HRIS solution for core HR, cloud payroll, time
tracking, benefits administration, and HR service delivery as well as
integrated software for recruiting, onboarding, performance,
compensation (including incentives and bonuses), learning, success, and
development. Plus, SAP SuccessFactors provides HR analytics and
workforce planning to give you data-driven insights into workforce
trends.
 History of Talent Management
Recruitee is a talent acquisition platform that makes hiring easy. The
tool uses user-friendly pipelines to drive ideal candidates to a
customizable careers site so you can launch your recruitment efforts
in just a few clicks and match your company branding. From there,
you'll be able to use Recruitee's automated actions and customizable
templates to strengthen your hiring processes with best practices and
standardizing techniques. Recruitee also allows for tailored
onboarding for a custom team setup or API access so you can unify
your existing HR tech stack. The platform even has smartphone apps
so you can easily manage your jobs, candidates, and hiring team
24/7, reducing your time-to-hire.
 History of Talent Management
Zoho Recruit is a cloud-based applicant tracking system
that’s built to provide diverse, end-to-end hiring solutions
for staffing agencies, corporate HRs, and temporary
workforce. Corporate users can use the platform to
leverage existing employees to source candidates, digitize
the offer letter process through templates and
automation, build your company brand and reputation
through a customizable careers page, create
pre-screening assessments to measure candidate skills
before interviewing, and more.
 History of Talent Management
Cornerstone OnDemand is a talent management system
with integrated performance management. The platform
makes it easy for companies to recruit, develop, manage,
and engage the people they need to build their business.
Frictionless recruiting means you quickly find the right
people, match them to their perfect role, and onboard them
seamlessly. Once they're in, you can help them develop the
necessary skills using curated skill-building content. Plus,
there's a performance management component so you can
identify high performers, assess capabilities, and close skill
gaps.
 History of Talent Management
ADP Workforce is an all-in-one, cloud-based platform for
payroll, HR, time, talent, and benefits. With this talent
management system, you'll be able to manage your
workforce from a single database and dashboard. This
means you enter data just once and it's available
throughout your talent management and HR process,
reducing mistakes from manual data entry. The software
also offers talent review and succession planning
functionality, goal management, career development, and
more.
 History of Talent Management
iCIMS Talent Cloud is a best-in-class talent acquisition software
providing a flexible and intuitive talent management solution.
With iCIMS Talent Cloud, you can generate candidate interest
with career sites and recruitment marketing solutions, stay
connected with your candidates and employees using text, email,
and chatbots, quickly route job offers and onboard new
employees with AI-powered applicant tracking and offer letter
templates, and boost internal mobility with AI-enabled career
pathing, analytics, and dynamic talent profiles. iCIMS Talent
Cloud also integrates with hundreds of systems across your entire
tech stack.
 History of Talent Management

Paylocity, despite the name, does a lot more than payroll. It

offers a range of talent management systems to help you get
candidates in the door and on the path to success through
smooth onboarding, fair pay, employee development, and
empowering performance management that drives job
satisfaction and improves employee retention. Paylocity also
includes key metrics monitoring so you can identify trends
and make data-driven decisions using visual dashboards.
Plus, it offers tons of integrations and even a mobile app so
you can manage your workforce anywhere, any time.
 Talent Management Process
The process regulates the entry and exit of
talented people in an organization. To sustain
and stay ahead in business, talent management
can not be ignored. In order to understand the
concept better, we can go with the following
processes.
Understanding the Requirement: It is the preparatory stage and plays a
crucial role in success of the whole process. The main objective is to
determine the requirement of talent. The main activities of this stage are
developing job description and job specifications.
Sourcing the Talent: This is the second stage of talent management process
that involves targeting the best talent of the industry. Searching for people
according to the requirement is the main activity.
Attracting the Talent: it is important to attract the talented people to work
with you as the whole process revolves around this only. After all the main
aim of talent management process is to hire the best people from the
industry.
Recruiting the Talent: The actual process of hiring starts from here. This is the
stage when people are invited to join the organization.
Selecting the Talent: This involves meeting with different people having same
or different qualifications and skill sets as mentioned in job description.
Candidates who qualify this round are invited to join the organization.
Training and Development: After recruiting the best people, they are trained
and developed to get the desired output.
Retention: Certainly, it is the sole purpose of talent management process.
Hiring them does not serve the purpose completely. Retention depends on
various factors such as pay package, job specification, challenges involved in a
job, designation, personal development of an employee, recognition, culture
and the fit between job and talent.
Promotion: No one can work in an organization at the same
designation with same job responsibilities. Job enrichment plays an
important role.
Competency Mapping: Assessing employees’ skills, development,
ability and competency is the next step. If required, also focus on
behaviour, attitude, knowledge and future possibilities of
improvement. It gives you a brief idea if the person is fir for promoting
further.
Performance Appraisal: Measuring the actual performance of an
employee is necessary to identify his or her true potential. It is to check
whether the person can be loaded with extra responsibilities or not.
Career Planning: If the individual can handle the work pressure and extra
responsibilities well, the management needs to plan his or her career so that he
or she feels rewarded. It is good to recognize their efforts to retain them for a
longer period of time.

Succession Planning: Succession planning is all about who will replace whom in
near future. The employee who has given his best to the organization and has
been serving it for a very long time definitely deserves to hold the top position.
Management needs to plan about when and how succession will take place.

Exit: The process ends when an individual gets retired or is no more a part of
the organization
 Talent sourcing
Talent sourcing is defined as a structured method of
identifying, engaging and networking with relevant talent
pools of best-fit prospective candidates, with the aim to
generate a steady candidate flow for current and future
positions.
 Talent Sourcing Process
● The process of sourcing the right talent begins with understanding
immediate and long-term talent needs.
● That analysis is what leads to a job description that can guide in
quantifying and qualifying candidates.
● Once the job description is in place, the talent net can be cast to attract
the best in the pool.
● This is where the right employer branding and sourcing strategies come
into play.
● The talent pool you can tap into decides the kind of talent you finally
end up with.
● Understanding the market is thus crucial as is reappraising sourcing
strategies, soliciting adequate feedback and bettering the process cycle.
 Steps in talent sourcing
1. Talent need analysis based on business growth needs
The nature and number of new talent that you would need to
inject into your workforce, or the talent shuffle you would require to
grow existing employees along the right career path, depends on the
needs of your business at present and for the future.
It is thus imperative to understand the map for the organization's
growth at large, to analyze the gaps in the workforce that need to be
filled in and to ascertain the employee persona you need to aim for
keeping the different roles in mind.
2. Preparing the job-description keeping all requirements in mind
The job description is often the first piece of organizational
communication that a candidate has access to about any role.
Keeping that perspective in mind, it has to be as informative as
possible.
Moreover, the job-description also acts as a guide for the
sourcer when looking for and screening through a bulk of CVs.
With AI sourcing software, the job specifications need to be as
precise as possible to help the algorithms find the best matches.
3. Studying the market
How you source for the best-fit candidate depends on how
well you can gauge the job market and talent trends.
This means knowing what sources to use when reaching
out to relevant candidates, understanding what they are
looking for in their next career move and tweaking the
sourcing aspect of the recruitment process to suit
candidate expectations.
4. Tapping into the right talent pools
With all aspects of our lives living up to our needs for personalized,
individualized communication that speaks directly to us, sourcing needs to
do the same.
That is how you can make your way into the right talent pools – by providing
them with the candidate experience that they want.
This involves understanding where the right talent is concentrated, how to
crack into the right portals, platforms and communication channels and
engaging with your ideal talent pool while screening out the rest.
5. Creating a strategy to attract and engage the best-fit talent
This goes hand-in-hand with making your way into the best-fit talent
pools. While the basic strategy is to funnel down to the perfect
candidate, the key lies in how you do that.
Why should a candidate choose to be a part of your recruitment
process over other organizations?
How can you engage and motivate them to stick on through the often
long-drawn process without losing interest or looking at other
opportunities? These are questions that you need to keep asking
yourself to keep improving your sourcing process.
6. Soliciting feedback through steps to upgrade the process
Improving your talent sourcing process depends a lot on what you do
with what candidates tell you about it.
Even if you do not have an actual feedback survey at different of the
process, quite a few sourcing platforms allow you to gauge the
engagement quotient of your process based on the data gathered from
candidate behavior.
How you choose to use this data could either lead to a leaner, tighter
and happier sourcing process or just another data dump.
 Talent Sourcing Challenges
Beyond mere metrics, hiring as a function is a critical,
business-objective linked sector, as opposed to the support
function it once used to be.
Given this landscape, identifying the right talent for a
particular position (with a focus on timelines and hiring
quality) is vital to ensure productivity and workplace
efficiencies are at their optimum.
Sourcing quality Opens a new window , in-sync with
organizational expectations: Every firm demands the best in
quality when it comes to hiring, which means that HR teams
must find a unique ‘edge’ against ever-increasing competition;
Matching job-roles with right-fit applicants Opens a new
window : Sometimes hiring managers are unable to reach out to
the most fitting candidates, as a result of timeline challenges,
process complexities, or other clutter-inducing mechanisms;
Managing global expectations with localized targets: Often large
multinational corporations have to deal with localized hiring
rules and patterns, with limited integration with
pre-determined global norms. This delays the hiring process,
and could lead to missing out on best-fit applicants;
Ensuring cost-optimized talent acquisition processes: When the
searching systems are not effectively maintained and
streamlined, HR teams can face rising hiring costs that stretch
beyond budgetary plans.
5 Talent Sourcing Strategies to Hire Best-fit Employees

Talent sourcing is a process that affects the rest of the TA

process. The kind of candidates you source is the
benchmark that the recruitment process would follow.
Being an activity that can set the course for recruitment, it
is important to have the right talent sourcing strategies in
place.
Here are 5 strategies to make your talent sourcing module
intelligent, proactive and business-focused.
1. Creating The Candidate Persona: Do You Know Who You're Talking To?
● Just like in sales, where its a necessity to know your target audience or
your ideal client persona, in talent sourcing too, it is wise, to begin with
building an ideal candidate persona.
● While doing so, it is important for the talent sourcer to keep channels
of communication active between the team leader to whom the new
recruit would be reporting, the hiring manager and business heads as
well, especially for roles higher up the ladder.
● This helps in creating a persona that every stakeholder directly affected
by the hiring decision is onboard with.
2. Finding Your Candidate Persona: Do You Know Where To Look?
Once you know the ideal candidate persona that you need to scour for, you need to
identify the channels through which you could look for the often-elusive ideal
candidates.
● The ideal candidate may vary quite a bit between roles, levels, and processes.
● Certain traits in keeping with the brand and culture at work that remain
common across the board.
● Knowing where to look wins you half the sourcing battle.
● A talent sourcer thus needs to know the latest communities and platforms that
prospective candidates choose to be on.
● Newer technologies like the LinkedIn X-Ray search or Recruiterflow can help
you not only in running Boolean search queries but also in having single-click
access to multiple profiles of the same candidate.
3. Connecting Right: How Do You Drive Candidate Engagement?

The talent sourcing strategy is driven by the need to engage with potential candidates. Sourcers
today need to know

● Where talent for a certain role would be concentrated

● Candidate-led, individualization-driven talentscape, candidates need to be connected with on
platforms of their choosing.
● Job portals, portfolio sharing systems, social networking platforms or even via email, should be
a conversation medium that the candidate is comfortable with.
● It is also crucial to personalize (if not individualize) the message that you are reaching out with.
● Consistent communication is especially important when it comes to connecting and engaging
with passive talent this is what can help you build and nurture a resilient talent pipeline.
● The candidate experience that you offer drives engagement to the process of talent sourcing.
4. Building Your Employer Brand Story: Do They Know Who You Are?
● To source the right talent, you need to know the brand narrative that
you're trying to communicate to your ideal candidate.
● How candidate experience touchpoints are managed during the
sourcing process affects the candidates perception of the employer
brand.
● Every interaction matters and provides you with the opportunity to
build credibility for the brand.
● This helps you in building in a case for your organization and the role
that youre trying to source for.
● This holds true for candidate pools that you steer away from during
sourcing as well.
5. Being Agile: Are You Ready To Change?
● Having a talent sourcing strategy in place is just the
beginning of your journey towards better talent.
● The talent sourcer needs to be able to keep the strategy
agile and flexible to factor in the latest talent trends,
business requirements and employment benchmarks.
● The idea is to be open to experimentation and to
explore the changing facets of the talent ecosystem.
Talent management model
 Building blocks of talent management

The essential building blocks of a winning talent

management strategy
➔ Employer value proposition.
➔ Talent Acquisition.
➔ Onboarding and induction.
➔ Operating structures.
➔ Talent and succession management.
➔ Career development.
Building blocks of Talent Management
Clear proposition for people
● Whilst it’s hard to be perfect, the organisations that tend to
attract and keep great employees have one thing in common: they
are clear about what employees can expect from them. Be honest
about what you can offer, don’t overpromise, and talk about the
things that really do matter to your company.
Bringing people up to speed
● Bringing new starters up to scratch with your company’s culture,
mission and vision is key to ensuring their induction is a
success. But this principle also applies to existing staff. Don’t
wait to bring them into the fold and make sure they are on board
and can contribute to the implementation of your talent strategy.
Inspired and informed managers
Managers are on the frontline, and they will be instrumental in helping you
achieve your goals. Ensuring you have the right line-up to foster a culture of
transparency and encourage honest feedback and discussions, as well as
draw out key staff’s skills and coaching needs is key when it comes to
attracting and retaining the right talent.
Consistent developmental feedback
Of course, regular feedback will help your talent pool evolve within your
organisation. At Let’s Talk Talent, we believe everyone has talent, and talent
has to be nurtured. But development feedback can also apply to your HR
efforts. Policies shouldn’t be derived from books, models and theories. They
should be living, breathing organisms and require employee contributions to
help build the right company culture.
 THE TALENT CHALLENGE
Opaque: Neither managers nor Associates knew how existing talent
practices (that is, performance management, succession planning)
worked or what they were intended to do. To the average employee,
these processes were a black box.
Egalitarian: While the Avon culture reinforced treating every Associate
well, this behavior had morphed into treating every Associate in the
same way. High performers weren ’ t enjoying a fundamentally different
work experience and low performers weren't being managed effectively.
Complex: The performance management form was ten pages long, and
the succession planning process required a full - time employee just to
manage the data and assemble thick black binders of information for
twice - yearly reviews.
Episodic: Employee surveys, talent reviews, development planning, and
succession planning, when done at all, were done at a frequency determined by
individual managers around the world.
Emotional: Decisions on talent movement, promotions, and other key were often
influenced as much by individual knowledge and emotion assby objective facts.
Meaningless: No talent practice had “ teeth. ” HR couldn ’ t answer the most
basic
question a manager might ask about talent practices — “ What will happen to
me if
I don ’ t do this
4 Best Practices in Talent Management
● Complexity existed without commensurate value, and the effectiveness
rate of the talent practices was low.
● Episodic: Employee surveys, talent reviews, development planning,
and succession planning, when done at all, were done at a frequency
determined by individual managers around the world.
● Emotional: Decisions on talent movement, promotions, and other key
talent activities were often influenced as much by individual
knowledge and emotion as by objective facts.
● Meaningless: No talent practice had “ teeth. ” HR couldn ’ t answer the
most basic question a manager might ask about talent practices — “
What will happen to me if I don ’ t do this? ”
 AVON PRODUCTS, INC.
A leadership development and talent turnaround system designed for
executives that leverage 360 - degree feedback, a leadership
skill/competency model, and individual development planning.
In early 2006, Avon Products, Inc., a global consumer products
company focused on the economic empowerment of women around the
world, began the most radical restructuring process in its 120 - year
history. Driving this effort was the belief that Avon could sustain its
historically strong financial performance while building the foundation
for a larger, more globally integrated organization. The proposed
changes would affect every aspect of the organization and would
demand an approach to finding, building, and engaging talent that
differed from anything tried before.
Avon Products is a 122 - year-old company originally founded
by David H. McConnell a door - to - door book seller who
distributed free samples of perfume as an incentive to his
customers. He soon discovered that customers were more
interested in samples of his rose oil perfumes than in his books
and so, in 1886, he founded the California Perfume Company.
Renamed Avon Products in 1939, the organization steadily grew
to become a leader in the direct selling of cosmetics, fragrances,
and skin care products.
Moving from a Regional to a Matrix Structure: Geographic regions that
had operated with significant latitude were now matrixed with global
business functions, including Marketing and Supply Chain.
Delayering : A systematic, six - month process was started to take the
organization from fifteen layers of management to eight, including a
compensation and benefit reduction of up to 25 percent.
Significant Investment in Executive Talent: Of the CEO ’ s fourteen direct
reports, six key roles were replaced externally from 2004 to 2006, including
the CFO, head of North America, head of Latin America, and the leaders of
Human Resources, Marketing, and Strategy. Five of her other direct reports
were in new roles.
New Capabilities Were Created: A major effort to source Brand
Management, Marketing Analytics, and Supply Chain capabilities was
launched, which brought hundreds of new leaders into Avon.