What is an integrated talent management?
Integrated talent management (ITM) refers to the management of traditional HR sub- functions (recruitment and selection, workforce planning, performance management, learning and development, reward and recognition and succession planning) in an integrated fashion to strategically leverage talent. An integrated talent management strategy must be aligned with the business strategy of the organisation otherwise it will add no value to the business, regardless of how good the strategy is. The cornerstone of an integrated Talent Management (ITM) System is a robust competency model that guides talent management strategy and tactics. succession planning best practices
There are five building blocks that make up an ITM system, i.e. Philosophy of Talent Management, Talent Management Processes, Integrated Talent Management Information System, Governance Structure, and Talent Management Metrics.
Talent Management Philosophy
Talent Management Philosophy refers to a collective understanding of what is "talent management" and also the school of thought (pertaining to talent management) the management team has adopted. We learn from organisational psychology that for any organisational change effort to be successful, it must be supported by the top management of the organization. It is therefore important that an acknowledgement of the challenges faced by the organisation from a talent perspective, and how the organization intends to respond to the challenges is expressed in a policy statement of the organisation. The leadership of the organisation must agree on the guiding principles that will be applied to manage talent in the organisation. Succession Planning Guide
Talent Management Processes
Processes are used as vehicles to transform something from one form to another form. HR Practitioners should shift their mindsets from a silo based mentality of managing HR sub-functions to a mindset of using these functions as a vehicle to build an organisational capability to attract, engage, and retain competent and committed employees. Each process functions as a means to an end and not an end in itself. It is critical for owners of each process to understand the outputs of these collective processes, otherwise the benefits of an integrated system will not be realised. The following is a brief discussion of how each process contributes to building this organisational capability (strategically leveraging talent).
Integrated Talent Management Information System
Different HR sub-functions (recruitment and selection, performance management, succession planning, training and development, reward and recognition) are applied in various processes of talent management and each HR sub-function generates data that are used for managing talent. An integrated Talent Management System enables users to pull all this information (from different HR sub-functions) together to assist decision makers to understand the depth and breadth of talent at their disposal and talent risks that they should mitigate. There are various talent management information systems available in the market. Some are offered as part of the Enterprise Resource Planning, and some are standalone systems. best practices for succession planning
Talent Review Committees
Talent management is the responsibility of line management and HR supports line by making the tools available and also giving them training and guidance on how to apply the tools. Talent management should be a standard agenda item in the Board and Executive Committee (EXCO) meetings. Talent Review Committee's (TRC) function is to keep the focus on talent management alive, and to understand the talent risks the organisation is facing and develop and implement a risk mitigation strategy. Governance structures take different forms depending on the size and complexity of the organisation. For an example, a global organisation will have a TRC at a corporate level focusing on the senior executive bench strength, a number of TRCs per division, another TRC which comprises divisional representatives that focuses across divisions and functional TRCs. These committees will focus on different levels and different types of critical positions talent pools. succession planning process
Talent Management Metrics
The old management adage popularised by Professor Deming that says "you can't manage what you don't measure" also applies to managing talent in organisations. There are a myriad of measures that one can use to measure the impact of talent management initiatives, but before deciding on measures to use, you need to establish from your clients (line management) which measures matter most for them. Internally, you will also want to measure the outputs per process so that you can determine if all the processes are adding value to the ultimate outcome.
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The Board of Directors of Green Dot Corporation (NYSE: GDOT) appointed Ellen Richey, former vice chairman and chief risk officer, Visa Inc., as a director of the Company.
The appointment was effective April 3, 2020.
Ms. Richey will serve on the Risk Committee.Ms.
Richey brings over 40 years of legal and risk management experience, most recently serving as Visa’s vice chairman of risk and public policy.
In that role, Ms. Richey was responsible for driving the future of payment security at the company, serving as its voice with legislators, regulators and clients on payment security, and leading similar initiatives combining risk, business and policy issues of strategic importance to Visa.“We are delighted to welcome Ms. Richey to Green Dot’s Board of Directors,” said William I Jacobs, Chairman of the Board of Directors, Green Dot Corporation.
“Her experience and insight in areas of enterprise risk management and public policy will be a tremendous benefit to the Company as we continue to develop innovative, modern and secure payment products and services for the masses.”Before assuming the role of vice chairman at Visa, Richey concurrently served as chief legal officer, chief risk officer, and a member of Visa’s executive committee.
The 15th session of the Executive Committee of the Croatian Football Federation was detained in Zagreb, presided by president Davor Suker.
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At the meeting, the HNS Executive Committee marked where the last two home matches of the Croatia national football team will be played this year.
Moreover, the Executive Committee accepted all the decisions needed for the First and Second Croatian Leagues in the competitive 2019/20 season.
Recall, Hajduk, the City of Split, and HNS held an important meeting at Poljud last month to discuss, among a laundry list of matters.
The Croatia national team’s coming in Split for the first time since 2015, and just the third time only in 20 years.
The qualifiers for the African Rugby World Cup will be held in France next year.
A report from Rugby Africa said: "The executive committee has decided that France will host the Rugby World Cup in 2023 as the host of qualifiers."
Rugby Fans can buy Rugby World Cup 2023 Tickets from our website.“Safety of the players remains at the heart of the priority, wellbeing, and health.
France 2023 (responsible for organizing the Rugby World Cup 2023) is committed to organizing matches to the highest international standards, whether to locations, hotels, security measures, Covid-19-related health standards, or available medical infrastructure.It added: "With the long tradition of hosting African Rugby Championships and events, France and African Rugby already work closely together.
This will provide the eight participating teams with excellent matches and ideal conditions to focus on one win match and qualify directly for the 2023 Rugby World Cup, which will also be held in France.
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