Internal coherence in talent management practices; in other words, the way in which a company's talent management practices fit together is key, as recognized by companies like Siemens. Achieve corporate objectives by integrating them into the talent strategy. For example, increasing the number of global technical leaders (GE) or improving the flexibility of the organization through a review of a performance management system (Oracle). Talent management practices cannot work in isolation.
Internal coherence means that your practices must fit together. Studies show that if an organization invests significantly in people with high potential, it must at the same time emphasize employee retention, competitive compensation and career management. These alignments will have a synergistic effect. Recruiting, developing, deploying and retaining the right people; these are the main objectives of a successful global talent management strategy.
The survey contained elements on six key practical areas of talent management (staffing, training and development, evaluation, rewards, employee relations and leadership and succession) and human resource delivery mechanisms (including the use and effectiveness of outsourcing, shared services, web-based human resources, offshoring and hiring). Making conscious efforts to integrate core values and business principles into talent management processes, such as hiring methods, leadership development activities, performance management systems, and compensation and benefits programs Attracting the best talent means having an attractive value proposition for people who want to work for the organization. Talent management must go beyond the ownership of human resources, but rather of managers at all levels, including the CEO. Sparrow, “The role of the corporate human resources function in global talent management,” Journal of World Business 45, no.
Diverse talent management processes, including recruitment, succession planning and leadership development, must be a strategic imperative. The case study interviews were semi-structured and covered questions about the business context, talent management practices, and the human resources function. Rather, these researchers formulated six basic principles that the best-performing companies adhered to and which are in line with their core strategy and guiding culture. In fact, depending on the specific talent pool, there will usually be different career paths and development strategies.
Instead of following “best practices” not designed for this purpose, a company can subscribe to six general principles that are consistent with the organization's overall strategy and culture. They found that, in addition to adhering to a common set of talent management principles, leading companies follow many of the same practices related to talent. RFC was created in Ireland in 1998 to provide talent expertise to Irish and multinational organizations.
