This report examines best-practice strategies in attracting and retaining talent and shows how successful organisations are approaching the task of recruiting, retaining and developing their staff. It does not matter if you are a government agency in the US or a construction conglomerate in Brazil, how you get the best out of the people you employ is a key and common issue to all organisations. This report highlights the way employment has been organised and staff have been managed for decades, which is simply not effective in an increasingly globalised and fast-moving economy. A brilliant recruit let loose in a controlling culture, where no one really cares about this person's comfort - let alone development - is likely to be totally ineffective two years down the track (assuming they are still around). Chris Hoyt, the talent engagement and marketing leader at PepsiCo summarises how far successful companies have moved in their attitude to staff acquisition and retention at a recent SXSW Conference in Austin, Texas: There is a challenge to find top talent especially for larger companies. Now it is much less about 'here's a job so give me your resume'.
As the work space is evolving, so is the approach to recruiting. It is much more about engagement, not just who has the skill sets. It is about who has the passion to drive through and achieve all the things that are possible in that space. Who is really excited and savvy and who lives and breaths it? It really is about how we can engage and follow up with potential staff. It is about asking top talent what they expect from a top employer and how we can better engage and follow up with them.A" Lack of attention to the whole talent process leads, inevitably, to rapid staff turnover. That kind of attrition is hugely expensive both in terms of the cost of recruiting and the loss of knowledge. High rates of attrition bring about inefficiency in an organisation, as well as discontinuity and poor customer relations. Some companies respond by speeding up the process of on boarding and minimising the investment in their new recruits as they assume that they will leave in a relatively short period.
But the best companies make huge efforts to get the talent equation right by building motivated and respected cadres of staff who care because they believe that their employer cares; and they go out of their way to do great things for the company, because their employer recognises and rewards their contribution. Unfortunately, there is no magic formula that you can apply to instantly create this type of high-performance environment. It is a long-term commitment, not a quick fix. This report illustrates through a range of case studies from the UK, Brazil, the US, Europe and Australia that change is possible, and substantial benefits will accrue to those organisations prepared to grasp the nettle. This report contains ideas and different approaches which may or may not work in your circumstances. This report clearly demonstrates that there is no one model approach, but it does show that an effective talent strategy is powerful and transformational. Chapter 1 provides an overview of the history of talent management and its evolution over the last ten years or more. It looks at the basic components which are common to many talent strategy approaches.
Chapter 2 examines, in detail, the views of three experts - a career counsellor provides his view on what it takes for an organisation to nurture talent; a knowledge management expert discusses applying the logic of elite sports development to talent development inside businesses; and the CEO of a company that delivers talent services to Brazil's fastest-growing companies reveals how he is assisting these organisations in managing the growing talent issues. Chapter 3 discusses how talent management and HR have evolved to cope with changes in the nature of work and the structure of companies. It shows that different companies have employed different techniques to recognise the contribution of their employees, and it sets all this in the context of a number of key publications on work and talent by Peter Cappelli, Stephen Overell and Larry Israelite. Chapter 4 looks at a particular case study - the British Army and how it has adopted a particular performance and talent framework to manage the performance of its fighting force.
It shows that only focusing on 'stars' in an organisation will not necessarily build top performance and that buying top talent is not a consistent guarantee for sustained higher levels of performance. Chapter 5 looks at what makes workplaces great and the critical role that continuous learning plays as a core component in effective talent management. Chapter 6 summarises the key lessons that emerge from the case studies in this report and sets out the questions you must answer to build your own strategy and action plan. The aim of this chapter is to help readers work out their own priorities for moving forward. Part Two features case studies from successful global organisations which share the talent strategies they have used to attract and retain key talent, and manage performance.
- ISBN10 1907787550
- ISBN13 9781907787553
- Publish Date 30 April 2011
- Publish Status Inactive
- Out of Print 23 May 2022
- Publish Country GB
- Imprint Ark Group
- Format Paperback
- Pages 91
- Language English