Seguimiento y evaluación de la calidad de las aguas superficiales

Along with the expanding responsibility and sophistication of the HR function, talent management has evolved to the point where it is incorporated into the strategic goals of the organization. As Silzer and Dowell (2010) put it, talent management is now more than just “a desirable HR program: it is a leadership imperative”. It has become a strategic imperative that brings together various essential HR and management initiatives. Talent specialists thus agree that it can no longer be relegated to the HR department alone. The centrality of talent management in the success of business requires active participation of various stakeholders in the organization, with leadership buy-in and cooperation from all other stakeholders. Key role players in talent management include company leaders, HR personnel, line managers and employees.

Company leaders

Talent management has become a critical part of company leaders’ responsibilities. Executives set the strategic direction for the organization and establish the relevant goals and objectives that people need to achieve (Barkhuizen, Welby-Cooke, Schutte and Stanz, 2014). Strategic initiatives set the scene and provide direction to HR leadership regarding alignment of talent strategies and tactics with that of the business (Mathafena, 2015). As highlighted in the talent management framework, a talent strategy is crafted to support and achieve the business goals of the organization. According to the Economist Intelligence Unit (2006), CEOs agree that talent management is too significant to be left to the HR department alone. Lawler (2008) states that in human-capital-centric organizations, senior managers should spend at least 30% to 50% of their time managing talent. Cheese et al. (2008, in Barkhuizen et al., 2014) maintain that leaders need to identify and invest both time and resources in the critical talent that can contribute to the growth and success of the business. The time spent by CEOs on talent management is a crucial element in an organization’s success. Moreover, organization leaders also have the responsibility for adapting and infusing a talent mind-set in the organization and ensuring that all stakeholders in talent management are held responsible and accountable for delivery of talent management initiatives (Barkhuizen et al. 2014).

It should however, be noted that although CEOs acknowledge the strategic importance and centrality of talent management in the success of business some seem uncertain about the approach for their companies or simply do not devote the resources and necessary attention to the process. Smith et al. (2016) point out that the turbulent economic landscape might be the

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cause for this uncertainty. They further note that CEOs do not always take full measure of what talent management requires of their organizations and of them personally. Research by McKinsey Consulting revealed that leaders had a negative attitude towards the application of TM practices in the organization and as a result did not spend quality time on talent management initiatives. Similarly, Barkhuizen et al. (2014) found that executives lacked training in best practices and techniques to develop, mentor, coach and nurture talent.

Human resources department

The increasing demand by company leaders for HR to provide value-adding services has required HR to take an introspective review of their function. HR today needs to have a deep understanding of business and how people are key drivers in achieving business goals. The current business environment requires HR to be strategic business partners and play an active role in accomplishing the strategic intent of organizations. This means HR must assist the organization acquire the necessary human capital to improve processes through-out the organization.

HR professionals are regarded as custodians of talent management. In essence, they are the owners and architects of talent management strategies and initiatives. HR professionals have a crucial role in ensuring that TM strategies are aligned with business strategy. Among their varying roles and responsibilities in talent management a critical success factor is ensuring operational and process excellence. HR professionals have the responsibility for day-to-day driving of talent management excellence throughout the organization. They also assume the roles of effective trainer, coach, credible advisor and facilitator in the talent management process.

Naik (2012) states that in fulfilling the role of business partner HR collaborates with leaders and line managers to ensure their commitment to talent management. Similarly, Smith, et al. (2016) state that HR drives initiatives most successfully when there is active and enthusiastic support from the CEOs and other senior leaders. (Mathafena, 2015) adds that along with the responsibility of crafting a talent strategy in alignment with the business strategy, HR professionals are responsible for guiding management in applying tools, techniques and implementing the systems for managing talent. Moreover, along with the responsibility of owning and putting in place professional talent management processes and systems, HR professionals are also responsible for facilitating a talent mind-set and monitoring how the organizational culture supports talent. HR has to take centre stage in driving the integration of

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all talent management practices in the organization. According to Naik (2012), HR leaders adopt a holistic approach to talent management, establish clear expectations, and openly communicate the process to stakeholders. Chapman and Sandrin (2015) maintain that for talent management to be successful and truly effective, HR must focus on facilitation of the talent management system, including its promotion and maintenance among the organization’s leaders and culture.

Line managers

Like HR professionals, line mangers have various roles to play in the success of talent management. It is believed that line managers are closer to employees and therefore in a better position to identify and nurture talented employees. IEBC reported that the line manager’s role is critical in the success of talent management because they know and understand the strengths and areas for potential and improvement in their subordinates. Line managers must be able to identify the “can do” attitudes and behaviours that set talented people apart from others. Line managers are involved at every stage of an employee’s work-life cycle. They are directly responsible for identifying, selecting and recommending high performing and high potential employees. It is also the responsibility of line managers to ensure smooth on-boarding and induction of new employees, performance management, learning and development, and retention of talent.

Line managers also function as mentors, coaches, career advisors and developers. Silverman (2004) maintains that how an organization balances the soft and hard sides of people management will determines whether it retains and sustains its competitive advantage. He argues in addition that these roles are not limited just to short-term development of employees in their current jobs. Effective talent management, according to Smith et al. (2016), requires development of people for their current role, but also preparing them and getting them ready for their next transition. Wendy Hirsh (2015) notes that career aspirations can be seen in terms of grade or level and also in terms of direction and timing. Line managers therefore have a crucial role in helping employees to survey their career aspirations and explore whether their aspirations align with opportunities offered by the organization. Managers facilitate career advice through open dialogue and career discussion. Research indicated that effective career advice leads to practical actions and can be highly motivating for employees (Silverman, 2004).

81 Employees

According to Silzer and Dowell (2010), talent management has to be a partnership between employees and the organization, and both parties need to be committed to the success or the process. The major responsibility for employees in the talent management process is to take ownership of their career management and development. Employees need to understand their career development needs and take the initiative of working towards achieving their career goals. It is very important for employees and their line managers to be in frequent communication regarding the career paths available within the organization.

3.10 Conclusion

Intense competition in the business environment puts pressure on organizations to perform better than ever before. Creation and management of knowledge is now key to accelerating competitiveness, enhancing organizational capabilities, and responding to market demands (Mangusho et al. 2015). This requires the recruitment, deployment, engagement and retention of talent to optimize performance, which has proven to be an uphill struggle for most organizations. The dynamics of talent have become a key differentiator for most businesses, and companies must not only attract the right people but must also align their talent strategies with business demands for optimal productivity. The next chapter presents the methodology to be used in the process of the research.

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