Talent management: strategies, practices and challenges

Past HR Network Event

15 February 2018

Event resources

View the slides (for HR Network members)

Slides

Talent management: strategies, practices and challenges
Wendy Hirsh, principal associate, and Elaine Tyler, research associate, IES

Further reading

Hirsh W (2017), Talent management: responding to uncertainty: IES Perspectives on HR 2017, HR Network Paper 136, Institute for Employment Studies

Hirsh W (2015), Effective talent and succession management: A framework for thinking about  your own approach, HR Network Paper 103, Institute for Employment Studies

Hirsh W, Tyler E (2017), Talent management: Learning across sectors, Leadership Foundation for Higher Education (LFHE)

This workshop covered such topics as:

  • What do we mean by ‘talent management’ and why does it matter to organisations?

  • A framework for designing your own ‘best-fit’ approach.

  • Priorities and focus – where will you put your effort?

  • What processes do we need and how do they all connect?

  • Moving to a diverse and inclusive workforce – where does talent management fit it?

  • Embedding a more systematic organisational approach and skilling line managers.

Facilitators

Wendy Hirsh, Principal Associate, Institute for Employment Studies

Elaine Tyler, Research Associate, Institute for Employment Studies

Event details

Talent management remains high on the agenda, but is still a slippery topic both for HR professionals and line managers. This is in part because it is defined in varying ways, sometimes covering the whole workforce and sometimes only specific populations.

This workshop addressed its varied scope, exploring the strategic links between talent management, workforce planning and workforce development.

In terms of practice, we explored how talent management can bring a future perspective to resourcing and development decisions and interventions. Challenges include how line managers, working together with HR, can deliver tailored skill and career development across wider workforce groups – not just the ‘high potential’ few.

  • What do we mean by ‘talent management’ and why does it matter to organisations?

  • A framework for designing your own ‘best-fit’ approach.

  • Priorities and focus – where will you put your effort?

  • What processes do we need and how do they all connect?

  • Moving to a diverse and inclusive workforce – where does talent management fit it?

  • Embedding a more systematic organisational approach and skilling line managers.