How to Foster Talent Management Champions
Many managers pay insufficient attention to talent strategy. Five interventions can help deepen their commitment to identifying and developing key capabilities.
Chris Gash
A long-term, coordinated strategic talent management approach is a powerful mechanism in facilitating talent mobility and deployment, which can increase engagement and reduce turnover. But organizational success requires the commitment of leaders across functions. Researchers share a novel talent management model that can help companies diagnose ineffective talent leadership behaviors, plus five interventions that can help them strengthen team leaders’ commitment to managing talent.
As leaders juggle increasingly complex and demanding responsibilities, they can substantially differ in their commitment and approach to managing talent. While some leaders proactively identify, develop, retain, and deploy talent, others neglect these activities. That can be detrimental for organizations amid ongoing skills shortages and rising employee expectations for career development, continuous learning, and recognition.
A strategic organizational talent management approach, bolstered by leader buy-in, is a powerful mechanism to develop greater operational agility by enabling more fluid and flexible workforces. Deliberate approaches and tools can facilitate talent mobility and enhance strategic deployment by dynamically matching employees’ skills with organizational needs.1 For example, research has found that internal talent markets can increase employee engagement and reduce turnover, but their effectiveness depends on collaboration beyond functional silos — a deep cultural shift for many organizations.2 Leadership commitment to managing talent is paramount.
Here, we will introduce the Talent Leadership Model, developed through our interviews with middle managers, which describes the varying roles and behaviors that leaders exhibit when managing talent. (See “Four Approaches to Talent Management.”) Senior executives can use this framework to better understand the talent leadership styles of their organization’s team leaders, as well as their own approaches, in order to help managers become more effective contributors to an enterprisewide talent strategy.
Four Talent Management Approaches
Our model describes four different talent management approaches along two key dimensions: leaders’ strategic depth (tactical or strategic) and scope of impact (across their own team or the whole organization).
1. The Bystander. These managers take a detached approach to managing talent, demonstrating little engagement in talent identification and development, or showing minimal commitment to the organization’s talent strategy. Bystanders often focus on short-term, operational needs, neglecting more long-term, strategic considerations, such as the development of a talent pipeline.
References
1. S. Jooss, D.G. Collings, J. McMackin, et al., “A Skills Matching Perspective on Talent Management: Developing Strategic Agility,” Human Resource Management 63, no. 1 (January/February 2024): 141-157, https://doi.org/10.1002/hrm.22192.
2. J.R. Keller and K. Dlugos, “Advance ’Em to Attract ’Em: How Promotions Influence Applications in Internal Talent Markets,” Academy of Management Journal 66, no. 6 (December 2023): 1831-1859, https://doi.org/10.5465/amj.2021.1174.
3. R. Hewett and A. Shantz, “A Theory of HR Co-Creation,” Human Resource Management Review 31, no. 4 (December 2021): 1-17, https://doi.org/10.1016/j.hrmr.2021.100823.
4. D. Nicolini, I. Pyrko, O. Omidvar, et al., “Understanding Communities of Practice: Taking Stock and Moving Forward,” Academy of Management Annals 16, no. 2 (July 2022): 680-718, https://doi.org/10.5465/annals.2020.0330.
Comments are closed.