As someone who always thought that a “stakeholder” was a person who held the stick whilst the vampire met their maker, I have held a long-standing aversion to “management-speak”. I guess it probably started when I was first told that it was “time to pick the low-hanging fruit” and it reached its height when a colleague suggested that we adjourn a meeting for a “bio break” (sadly, I kid you not!).
So when the term “Talent Management” first started to creep into the management lexicon a decade ago, my antennae were bristling. Surely this was just new jargon to cover a set of processes which any decent HR function had been following since they morphed from being the Personnel Department. However, if that was bad enough, the situation soon became far worse when software companies started jumping on the new bandwagon and convincing us that the only effective way to manage talent was through the purchase of a “System”. And thus were a range of incredibly expensive and complex “Talent Management Systems” inflicted on organisations across the Western World.
Why Has the TMS Failed to Deliver?
Sadly, the “TMS” is now being revealed for the dinosaur which I always believed it to be. I think there are two key reasons for this.
Firstly, the dreaded “Annual Performance Review” is a central plank of most TMS’s and the structure around which “talent development” plans are hung. The concept of Annual Appraisals is now being challenged across the whole HR sector. I would go further and suggest that not only has it failed totally to raise individual performance, it has probably done untold damage to both individuals and their organisations. Invariably, both parties enter an Appraisal poorly prepared and hoping it can be completed as quickly as possible. The result is a mediocre box-ticking exercise which leaves everyone unsatisfied and rarely if ever results in behavioural change. The fact that Michael Gove now appears to want to introduce this anachronism into the teaching profession fills me with dread.
What of course we really need is effective and continuous “Performance Management”, a much more informal and less rigid practice which enables people to develop their skills through a wide range of different processes of which manager feedback is just one small component. Unfortunately, most TMS’s are far too rigid to track employee progress in this way.
Secondly, the TMS fails to deal with the very rapid changes which are taking place in the way in which we learn. The TMS tends to point employees in the direction of formal training programmes which will supposedly assist in their “development”. However, recent surveys suggest that less than 20% of workplace learning is now acquired through formal (whether classroom-based or eLearning) programmes. People now learn socially, informally or collaboratively and there are far more flexible and effective ways of capturing and tracking this learning than via a rigid TMS.
Is Talent Management Still Important?
So I believe we need to forget about Talent Management Systems and revert to thinking about what Talent Management really means. If it’s about recruiting the very best people, providing them with the appropriate skills and opportunities to learn and retaining them in the business, then of course it is more important than ever. Globally, we face a huge skills crisis and the task of finding and retaining talented people has become critical for most organisations.
I don’t believe we will achieve that by investing in Talent Management Systems. Instead, we need to focus on the drivers which persuade Generation Y (who will soon make up the majority of the workforce) to join and stay in a business. That’s about values and culture, genuine engagement and empowerment and satisfying and rewarding work. Does anyone know of a TMS which is based around that concept? if not, then let’s start thinking outside of the box and adopt a different approach to the way we manage our talent.
Roger Francis is a Director with Creative Learning Partners Ltd, a new vocational training company formed by the senior managers and staff of MindLeaders Learning Services following the acquisition of the company by Skillsoft in 2012 and focusing on the delivery of Functional Skills