To be taken seriously, HR must define what talent management is about for their organisation and link it to business need.

Research from the Chartered Institute of Personnel and Development (CIPD) shows that 94 per cent of respondents believe that well-designed talent management development activities can have a positive impact on an organisation’s bottom line.

Rebecca Clake, organisation and resourcing adviser, said: “Talent management is not just about identifying future leaders or developing senior employees, there are also the key operational and technical roles that need to be considered if organisations are to succeed.

“The challenge for HR professionals is to define what talent is in their organisation and then look for the best ways to identify, retain, develop and deploy this talent.”

Talent management strategies will vary depending on the goals of the organisation but CIPD research found that developing high-potential individuals (67 per cent) and future senior managers (62 per cent) are two of the main objectives for talent management activities.

Victoria Winkler, CIPD learning, training and development adviser, explained: “Research shows managerial and professional vacancies are often difficult to fill externally so it makes sense to look for internal candidates that demonstrate potential to grow.

“Good talent management systems can help identify and prepare these potential candidates. HR should measure what works by tracking information about where employees come from, their successes as well as any problems, and the techniques used to fast-track these individuals.

“Talent management strategies will alter over time to reflect changing business objectives but must also take into account external issues such as the changing demographics of the workforce.”

The CIPD’s 2006 learning and development survey reveals:

• 60 per cent of organisations have no formal talent management strategy




• 51 per cent of respondents undertake talent management activities, although only 20 per cent report having a formal definition for it




• 47 per cent agree there is currently a shortage of high-quality talent in UK organisations




• In-house development programmes, coaching and succession planning are the most common activities.