Leadership development specialist Louis Carter explains why the right talk, along with technology, is essential in integrating talent management functions in organisations.
Corporate executives have been trying for years to tear down the silos. It is something most companies want to achieve. However, if a company cannot integrate its talent management functions, how can it hope to achieve full integration and standardisation across business units?
The benefits of integrated talent management (ITM) include streamlined talent processes, cost savings, and improvements in collecting and sharing talent data. But that’s just the start. ITM leads to a more skilled workforce aligned with company strategy, and the right workforce is the key to boosting productivity.
Several software-as-a-service ITM suites have emerged to provide technological help in integrating talent functions and data.
Despite the emergence of these technologies, many corporations have found talent integration difficult. ITM is often described as “holy grail” and an “elusive dream.” The problem is not the software; the problem is that software can only do so much. Here are three other essentials to achieve talent integration.
1. An integration mindset
Some people like their silos. Cooperation and collaboration do not always come easily for us humans. ITM suites provide a new wealth of data, but if leaders and managers are not sold on the value of integrating, all of the data in the world won’t make it happen.
Leaders must adopt an integration mindset. And the way to change minds is through meaningful conversation, which is the second essential for integrating talent management.
The benefits of integrated talent management (ITM) include streamlined talent processes, cost savings, and improvements in collecting and sharing talent data.
2. Meaningful conversation
Cooperation and collaboration require conversations. Organizations must not only integrate talent data; they must also unite their leaders and team members. Leaders who are sharing data must connect with each other. Managers across an organization must have ongoing meaningful conversations about strategy and work.
The good news is that a new wave of business social networks have emerged to facilitate meaningful workplace conversations. On such networks, team members from across the hall and around the world can collaborate about work in real-time.
3. Return on investment (ROI)
Finally, ROI is a huge issue in talent management.
ITM promises big dividends but requires a major investment in technology, as well as the always difficult work of changing mindsets and processes. When a company introduces its first phase of ITM, it must be able to prove ROI, or else continuing integration efforts will hit a brick wall.
Proving ROI is another reason business social networks are invaluable. The social platform enables leaders and managers to communicate about victories and challenges of the integration process. The victories reinforce the value of the change effort.
The challenges, when shared socially, present opportunities for leaders to work together to find solutions. By providing a platform for meaningful conversations, business social solutions create qualitative feedback that supports the ITM effort.
One of the world’s leading succession planning and leadership development specialists, Louis Carter is the President & CEO of the Best Practice Institute, a think tank and research institute devoted to leadership development and excellence. An author of 11 books, Carter has worked with C-level executives from multinational companies all over the world developing best practice leadership development programmes. Carter is a one of the headline speakers at Talent Management Asia 2015.
Held in Kuala Lumpur, Singapore and Hong Kong in mid-April, Talent Management Asia is Asia’s biggest conference on talent management and human capital strategy. The two-day annual event is focused on global best practice HR strategy, features an agenda dominated by pan-Asian case studies and leading global thought leader, and attracts a large audience of senior HR generalists & specialists as well as other C-level executives involved in their companies’ HR strategies.
To get a global and Pan-Asian regional view of talent management and to increase your knowledge and skills across the talent management spectrum – recruitment, training & development, compensation & benefits, succession planning, and leadership development – don’t miss Talent Management Asia in April.
To review the topics & agenda, check out the stellar speaker list and reserve your seat visit www.talentmanagement.asia before it’s sold out. For more information please contact Carlo Reston on +65 6423 0329 or firstname.lastname@example.org.