Talent management and talent development have received a great deal of attention over the last few years. The landscape of talent management still continues to mature and it’s not clear which aspects add value to the company.

At present time, businesses are experiencing dramatic changes as less hierarchical workplace cultures are changing the aspect of talent development. Leaders must realize the potential of the best people in the organization as it is important to link talent to value. But how to do that effectively?

  • People are the most important asset for any organization. To have agility into the organization, it is important to redeploy the best talent over and over again. To make better decisions and choices that bring the shareholder value, it is essential to recognize the sources of present and future value. Then optimize your talent to deliver the right results by being clear about the business requirements.
  • You must clearly identify the most important roles in the organization. It has a major impact on value capture which involves value enablers, value creators, or protectors. This is why employers are focused on defining the important roles to make sense of the hierarchy.
  • Leaders must get the right talent into the right positions as it has become common for companies to struggle while making quick decisions on allotting the talent in certain roles. Without sufficient data it is quite difficult. One of the best ways to deal with this is to assess the right fit of talent against the requirements of each positions. After that, spend time on crafting a solid strategy to address gaps such as rotating the talent, building the succession pipeline, or developing the capabilities.
  • The old fashion days of once-a-year HR evaluation of the talent and performances are obsolete now. Organizations need to embrace the new approach such as to manage and develop the talent in important roles on real-time. This means making certain changes to the talent planning process to make sure there’s a robust pipeline of talent is there to fill the critical roles. As strategies tend to shift over a period of time, the roles should be fixed and revisited on a regular basis.

Although this seems to be quite obvious, very few organizations are able to do this systematically. By connecting the right talent to value, speed is created. The chief human resources officer (CHRO) needs to become the leader of the business by being a mobilizer to shape the organization. The traditional way of change management and talent development is no longer working.

Today’s business is more speed focused and the modern HR should notice this. Having the best talent isn’t enough. They must be deployed appropriately if the organization is serious about hitting the goals and become a global leader in a particular industry. Connecting talent to the right place is a complicated process but this is the only way of unleashing the tremendous value of any organization.