Talent management strategy

Do you have a talent management strategy? Do all your talent activities integrate, utilising the same language and aligned with your organisational strategy?

Talent management strategyStart at the beginning

To develop a talent strategy requires realistic understanding of what you have now – and where your business is going. We’ll share with you tools and techniques to get this understanding quickly.

The here and now

We’ll make use of a range of approaches: exploration sessions, strategy days, talent audits, questionnaires and meetings with stakeholders. All to gather opinions on the organisation’s talent.

The vision

Articulating the talent vision is a skill and an art. For some this is an easy task, for others, very difficult. We know how to help in this and you’ll end up with a talent vision aligned with your business vision.

Bridging the gap

We’ll look at the distance between the current and the future talent needs. We’ll share tools to consider blindspots, barriers and blockages and work out how to address these. The implications will be discussed, action plans written and the talent management strategy created.

Transferring knowledge

A central tenet to the way we work is developing our clients’ capability. We are not about creating a dependency on us as consultants. We look to share and transfer our knowledge so you can develop, shape and implement your strategy so you’re not left high and dry.

Developing a talent management strategy:

  • Connects your talent activities to the goals of the organisation
  • Engages senior leaders and leaders in talent conversations
  • Demonstrates a commitment to core competencies and values
  • Encourages individual ownership of development and career progression
  • Joins up disparate talent activities
  • Identifies high potential and informs succession planning
  • Maximises the impact of L&D on the business

Related information

    Time to revisit your Talent Management approach?

    27 January 2017

    New Year always comes with a plan. Typically it will include a raft of things that need to be achieved in the coming year but also has some of those ‘where-to-start?’ projects that you know are important but in reality you don’t really know how to take the first step of wary that it’ll consume too much time! Your Talent Management approach may be one of those such projects.
    Read more >>

     

    Talent Management software provider. Find the best fit

    01 July 2016

    What are the most important things to find out about a potential talent management software provider? Here we reveal what we see as some of the most important areas of questioning that HR and L&D decision-makers can use with their potential talent software providers to make sure they get the best fit between what their organisation needs – and what the software provider delivers.

    Read more >>


    • Having worked with Head Light on our competency framework I know we’re laying a strong foundation to support our talent management across the business.

      Julie O’Donnell, Daikin

       

       

    • Head Light has helped us take this important step in the adoption of talent management practices.

      Clair Clarke, Trapeze Group UK

    • Working with Head Light’s business psychologists gave us a great sounding board to check out our ideas and provided a different perspective to our thinking.

      Peter Dawes, Horsham District Council

    • We know we have made the right choice.

      Clare Hannah, DB Cargo

    • Head Light takes the time to understand us

      Sue Scouler-Davison, Travis Perkins

    • Working with Head Light is a really positive experience.

      Alison Sercombe, Thames Valley Police

    • Head Light challenged our thinking and helped us explore what we really wanted from our programme.

      Annette Cairns, Ramsay Health Care