New research from the CIPD examines, for the first time, the issue of talent management programmes from the perspective of the employee. The findings help organisations understand the best ways to focus talent investment and resources.
The study, entitled ‘The Talent Perspective: What Does it Feel like to be Talent Managed’, was carried out by Capgemini consulting. It consisted of a survey of 300 respondents and interviews with senior leaders of talent programmes within each organisation. Those who were not selected to participate in such programmes were also surveyed.
The vast majority felt that talent management programmes make them feel more engaged at work (81%), and the biggest reason for respondents wanting to participate in such programmes is the belief that the development activities offer help for them in the future (84%). Another point the study made, was that many people hoped being on a talent management programme would assist them in progressing within the company at a faster pace, more than half (52%) of respondents shared this aspiration.
Respondents were equally split when asked what they thought were the main objectives of such programmes. Half feel that they exist to help them perform better in their current job; whereas the other half believes the aim was more to prepare them for a future role.
Senior managers had similar views of the benefits of the programme, pointing to increasing their networks (78%), developing new skills (72%) and learning from a challenging experience (62%).
The levels of pride and overall happiness in their organisations, between participants and non-participants of talent management programmes, were found to have very little difference, however.
The role of Human Resources in talent management programmes was found in the study to be important, having a positive effect on how well they are run and perceived by the business.
Clair McCartney, Resourcing and Talent Planning Advisor of the CIPD, comments: “it’s encouraging to see that leadership support and sponsorship of talent initiatives was found to be strong across all the organisations. Support across divisions and between line managers, however, is inconsistent, which could compromise the effectiveness of programmes.” She feels that the role of Human Resources in communication, raising awareness and educating line managers will help address this problem.
“HR also needs to actively support peer groups represented on the talent programmes… to continue to meet and network beyond the programme.” It is often the highest performing employees across the business being represented in such groups. Clair continues: “This will help organisations get the most out of groups that have participated in talent programmes, harnessing their energy and creativity for business success.”
Companies participating in the research include: Astellas, Pharmaceutical, Barclays, Big Lottery, BT, KPMG, NHS East of England, NHS West Midlands, Pizza Express, The Scottish Government and Vodafone.