Discovering internal talent and making it shine in the organisation. This ever-present challenge has recently come to the fore. Talent mapping is one of the latest trends.
A number of fundamental questions hang over the HR 2.0 manager, but one of the most pressing is: Do HR 2.0 managers have the right to be able towhere the talent lies in my organisation? And even more: how do I manage it?
Talent maps have recently emerged as a very valid tool to achieve this goal. It is a model that can be aligned with the business strategy and has the necessary metrics and technologies to identify talent efficiently.
The Fundació Factor Humà explains that the talent map is a tool for management and strategic planning of the talent needs of an organisation through evaluation and development plans.
For the expert in Management 2.0, HR and Technology, Alberto Blanco, In Blanco's opinion, «discovering talent in people is based on an exercise that is as old as it is little explored: self-knowledge and knowledge of the people around us». For Blanco, the talent map is the best starting point with which to design Human Resources strategies.
A talent map identifies critical roles, assesses the people working for the organisation according to their skills, competencies and capabilities, and places them in a matrix according to the value they offer now and the value they could represent in the future.
Shall we play the differences? We look for the 3 most important ones with traditional career plans, which are a dead letter for experts like José Miguel Bolívar:
- The Talent Map provides for the flexibility as a rule.
- The talent map looks more at tailor-made career development formulas.
- The Talent Map sees that there are different expectations on the length of time spent in the company, rather than a career for life.
A talent map is, at the same time, a kind of snapshot of the current situation of the organisation and the professionals, and also a roadmap, The new "career development programme", which works at the individual and organisational level, to indicate where the selection of professionals and the development of those who are already part of the company should be directed.
