Director Of Talent Question: Download Questions PDF
Explain me which types of risk does talent management address?
Answer:
Talent management addresses two main types of risks: “My star employees abandon me” and “the empty bench”.
The first risk, “My star employees abandon me,” is where they receive or even proactively seek job offers from other organizations, and when they find an appropriate offer they leave.
There is also the phenomenon of emotional desertion of the workplace, where the employee has no plans to leave, but neither does he make an exceptional effort to use his talents to benefit the organization.
In this case the organization should manage the talent, that is, examine what motivates employees, what is important to them, and what gaps must be filled to develop the processes of talent nurturing and retention.
The second risk, “the empty bench,” refers to insufficient successors to key positions in the organization, where an employee quits or is promoted to another job, but there is no one to fill his place.
Even if it seems that there is a suitable successor for the position, it may take him a long time to become effective in the new job. A position that is not staffed may lead to loss of revenue and to a failure to achieve company objectives.
In this case, the organization should manage the skills and competencies, –map the critical positions and the skills required to fill them, and identify employees with the right qualifications.
Depending on the mapping results, the organization should then create a pool of “potential successors for all the key positions (succession planning), addressing the skills and readiness of the employees.
The first risk, “My star employees abandon me,” is where they receive or even proactively seek job offers from other organizations, and when they find an appropriate offer they leave.
There is also the phenomenon of emotional desertion of the workplace, where the employee has no plans to leave, but neither does he make an exceptional effort to use his talents to benefit the organization.
In this case the organization should manage the talent, that is, examine what motivates employees, what is important to them, and what gaps must be filled to develop the processes of talent nurturing and retention.
The second risk, “the empty bench,” refers to insufficient successors to key positions in the organization, where an employee quits or is promoted to another job, but there is no one to fill his place.
Even if it seems that there is a suitable successor for the position, it may take him a long time to become effective in the new job. A position that is not staffed may lead to loss of revenue and to a failure to achieve company objectives.
In this case, the organization should manage the skills and competencies, –map the critical positions and the skills required to fill them, and identify employees with the right qualifications.
Depending on the mapping results, the organization should then create a pool of “potential successors for all the key positions (succession planning), addressing the skills and readiness of the employees.
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