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.
From the Fundació Factor Humà, they explain that the talent map is a tool for strategic management and planning of an organisation's talent needs through evaluation and development plans.
For the expert in Management 2.0, HR and Technology, Alberto Blanco, Discovering talent in people starts with an exercise 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 for designing Human Resources strategies.
In a talent map, critical roles are identified; people working for the organisation are evaluated according to their skills, competencies and capabilities, and placed on a matrix based on the present value they offer and the value they could represent in the future.
Shall we play 'spot the difference'? Let's find the 3 most important ones compared to traditional career plans, which are a waste of paper for experts like José Miguel Bolívar:
– The talent map considers the flexibility as a rule.
– The talent map focuses more on Tailored professional development formulas.
The talent map anticipates 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 sort of snapshot of the organisation and its professionals at that moment, and also a roadmap, which operates at an individual and organisational level, to indicate where the selection of professionals and the development of those already within the company should be directed.
