New tactic for talent management

Talent management was more of a HR policy but now it looks lik even CEO have to give in thier efforts to manage talent in the organizations

Seamless mobility of talent across the globe has, in a sense, made talent availability better for corporations world-wide. In another sense the very same mobility has made talent shortage acutely felt.

At this juncture, securing talent is a big task, and even bigger is the task of retaining talent.

So what are the new trends in retaining talent?

Lets have a quick run through

TALENT SEGMENTATION

Talent segmentation is a concept HR has borrowed from the field of marketing where capturing market share through the market segmentation approach is a well-established practice. Segmentation ensures focused attention on a particular segment. 

Focus  should be on people who come under different segments. McKinsey’s prescription to win the war for talent includes a serious advice to “differentiate and affirm”. While differentiating people usually happens on the basis of their performance, the segmentation approach is very necessary for retention-related initiatives as well. 

MENTORING

Mentoring is a powerful tool to retain people when applied to the top talent segment in an organisation. Since mentoring is a relationship-based developmental process, matching of mentors and the mentees becomes crucial to the success of the procedure and its outcome.

Many companies have taken a rather casual approach to instituting the mentoring process and later have complained that the experiment has not delivered. The mentoring process is not another feel-good tactic employed by the HR personnel. It may not serve the purpose until and unless it is well thought out and implemented.

Top employees may have nothing more in common among themselves than being promising and being good performers. If that be so, then the choice of the right mentors for them should deserve serious consideration in terms of the learning styles of the mentee and the mentoring approach of the mentor. 

•      Identifying mentors

    Mentors must be identified on the basis of a set of criteria. They must be mature and positive, have the right experience, be successful at work, good listeners, understand the latent talents of individuals and are conscious enough not to impose their thought process on the mentees.
  Good mentoring enhances and builds on the strengths of the mentee rather than trashing any of them and seeking a sea change as a prerequisite for mentoring to succeed. Mentors see incremental growth and learning and reinforce the confidence that mentees have in themselves and their self-worth