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Talent management - competency development: key to global leadership

机译：人才管理-能力发展：全球领导力的关键

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摘要

The purpose of this paper is to draw lessons on how building a talent management strategy based on competency profiling becomes a critical impact area within the field of strategic HRM. The case study discusses an Indian pharmaceutical organisation, the environment and the issues arising in context to talent management. The case discusses a well designed talent management strategy. The talent mindset has helped the organisation in recruiting the best talent from the best pharmaceutical organisations. The attrition of the top and valued talent segment has come down. Some of the key positions have been filled through succession planning. The case study is in a lesser known but emerging sector of the Indian economy. The case has concentrated on attracting and developing and retaining key talent, it does not concentrate on developing average talent into key talent. The implications lie in whether to grow talent or buy talent. What signal through a communication strategy should a HR manager give when determining for talent segmentation? How to develop talent and retain employees when there are not challenging options available in the internal labour market? This paper provides insights to HR practitioners on how to attract, acquire and manage talent in a tight internal and external labour market. It also provides empirical support for, and theoretical understanding of, the strategic HRM literature on talent management theme.
机译：本文的目的是吸取教训，以了解基于胜任力分析的人才管理策略如何成为战略性HRM领域的关键影响领域。该案例研究讨论了印度的制药组织，环境以及与人才管理有关的问题。该案例讨论了精心设计的人才管理策略。人才理念帮助该组织从最好的制药组织中招聘了最好的人才。高端人才市场的人才流失率下降了。一些关键职位已经通过继任计划得到填补。该案例研究是在印度经济中鲜为人知但新兴的部门。该案例着重于吸引和培养并保留关键人才，而不是将普通人才培养成关键人才。含义在于是增加人才还是购买人才。人力资源经理在确定人才细分时应通过沟通策略发出什么信号？当内部劳动力市场上没有挑战性的选择时，如何发展人才并留住员工？本文为人力资源从业者提供了有关如何在紧张的内部和外部劳动力市场中吸引，获取和管理人才的见解。它还为人才管理主题的战略HRM文献提供了经验支持和理论理解。

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