Every organization needs people—the right people, with the right skills, in the right jobs. The most successful organizations know how to find the right people, invest in their development, and work hard to create reasons for high performers to stay.
When you hire people, you may only know the space you are hiring them into. You may not even know the specific problems you want them to solve. Hiring the right people in this environment of ambiguity is a major challenge for hiring managers.
Hiring the right talent and thereafter shaping them to be productive workforce to support organisational growth and most importantly retain them over time is crucial. The simple answer to these problems is to create a strong, supportive, thriving and a collaborative organisational culture.
The recently launched, ATD Talent Management Handbook captures best practices and future-focused thinking about what it means to manage talent holistically.
The workforce is complex and ever-changing. All involved in talent management must rethink how to attract, engage, and grow the talent they have and the talent they want to attract in the future.
The ATD Talent Management Handbook is a forward-looking resource that challenges the reader with progressive insights on the current state of talent management and how the function needs to adapt. More than 30 contributors – thought leaders and practitioners – share practical information that will benefit leaders, HR and talent development professionals, and consultants alike.
“A relevant and practical tool, the ATD Talent Management Handbook has something for anyone interested in developing organizational capabilities and individual skills,” said Lou Sanchez, former head of learning and organizational development at eBay.
Edited by talent management authority Terry Bickham, this handbook covers the entire talent management cycle, from talent acquisition and engagement to leadership development and succession planning.
It is ATD’s first handbook on talent management, and includes a foreword by ATD President and CEO Tony Bingham, highlighting the foundational components of talent development, and talent development’s role within talent management.
“The workplace continues to experience rapid change as a result of globalization, new technologies, and shifting employee expectations,” Bingham said.
“Operational silos are increasingly blurred and traditional hierarchies flattened. Decades ago, talent management and talent development (then workplace learning and performance) were distinct functions. Today, senior leaders are increasingly seeing the value of uniting the two to achieve the greatest impact on employee performance and the bottom line,” Bingham added.
Employee engagement which forms an integral aspect of the organisational culture is multifaceted in nature and is much more than the relative satisfaction, an employee gets from his day-to-day work or compensation. Employee engagement is influenced by quality of relationships, alignment of values, sense of relationship, degree of personal control, work-life balance and leadership styles among many others.
While organisations cannot satisfy and meet the engagement aspects of every employee, they can focus on shaping an organisational culture that creates condition for a wide range of employees to find sense of belonging and long-term satisfaction. This comprehensive talent management guide is an attempt to define both concrete and ambiguous aspects of organisational culture and to link these aspects to retention.