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How should we value talent management?

Research output: Book/Report/ProceedingsCommissioned report

Published

Standard

How should we value talent management? / Sparrow, Paul; Otaye, Lilian; Makram, Heba.

Centre for Performance-Led Human Resources, 2014. 45 p.

Research output: Book/Report/ProceedingsCommissioned report

Harvard

Sparrow, P, Otaye, L & Makram, H 2014, How should we value talent management? Centre for Performance-Led Human Resources.

APA

Sparrow, P., Otaye, L., & Makram, H. (2014). How should we value talent management? Centre for Performance-Led Human Resources.

Vancouver

Sparrow P, Otaye L, Makram H. How should we value talent management? Centre for Performance-Led Human Resources, 2014. 45 p.

Author

Sparrow, Paul ; Otaye, Lilian ; Makram, Heba. / How should we value talent management?. Centre for Performance-Led Human Resources, 2014. 45 p.

Bibtex

@book{4988c41cf16141919264dfefd314386c,
title = "How should we value talent management?",
abstract = "Organizations, and their HR functions, have learned how to engineer and hone sophisticated talent management processes. However, as our last White Paper explained, many are also looking at their Talent Centres of Expertise and both broadening their remit and linking them much more flexibly both to related areas of expertise such as Learning and Development, Resourcing and Engagement, and to broad change programmes. This is allowing us the option to think more strategically about the role, remit and value of Talent Management. This thinking also has implications for the HR Analytics debate – the topic of our next paper. From this paper it should be clear that HR Directors should beware the pursuit of formulaic metrics. They miss the true nature of value. In this paper we bring what we know about strategic value creation to bear on the talent management debate. We ask what are the critical tests that should guide the design of our talent systems? We then lay out a series of Design Principles that should be used to guide and evaluate the value of a talent management system.",
author = "Paul Sparrow and Lilian Otaye and Heba Makram",
year = "2014",
language = "English",
isbn = "9781862203199",
publisher = "Centre for Performance-Led Human Resources",

}

RIS

TY - BOOK

T1 - How should we value talent management?

AU - Sparrow, Paul

AU - Otaye, Lilian

AU - Makram, Heba

PY - 2014

Y1 - 2014

N2 - Organizations, and their HR functions, have learned how to engineer and hone sophisticated talent management processes. However, as our last White Paper explained, many are also looking at their Talent Centres of Expertise and both broadening their remit and linking them much more flexibly both to related areas of expertise such as Learning and Development, Resourcing and Engagement, and to broad change programmes. This is allowing us the option to think more strategically about the role, remit and value of Talent Management. This thinking also has implications for the HR Analytics debate – the topic of our next paper. From this paper it should be clear that HR Directors should beware the pursuit of formulaic metrics. They miss the true nature of value. In this paper we bring what we know about strategic value creation to bear on the talent management debate. We ask what are the critical tests that should guide the design of our talent systems? We then lay out a series of Design Principles that should be used to guide and evaluate the value of a talent management system.

AB - Organizations, and their HR functions, have learned how to engineer and hone sophisticated talent management processes. However, as our last White Paper explained, many are also looking at their Talent Centres of Expertise and both broadening their remit and linking them much more flexibly both to related areas of expertise such as Learning and Development, Resourcing and Engagement, and to broad change programmes. This is allowing us the option to think more strategically about the role, remit and value of Talent Management. This thinking also has implications for the HR Analytics debate – the topic of our next paper. From this paper it should be clear that HR Directors should beware the pursuit of formulaic metrics. They miss the true nature of value. In this paper we bring what we know about strategic value creation to bear on the talent management debate. We ask what are the critical tests that should guide the design of our talent systems? We then lay out a series of Design Principles that should be used to guide and evaluate the value of a talent management system.

M3 - Commissioned report

SN - 9781862203199

BT - How should we value talent management?

PB - Centre for Performance-Led Human Resources

ER -