Integrated Talent Management Case Study

Moreover, the objective of Performance Management is to process for developing individual & business performance which is a part of the reward system in the most general sense. It intends to improve performance of the individuals & teams. It aims at better results through agreed framework of planned goals, standards & competency requirements.

Performance management is about finding answers to "What is to be achieved" and "How it is to be achieved” which helps find better & effective ways to improved business results.

Some reasons why managers & employees disengage from Performance Management is because:

Managers

 Find the process too long and time consuming

 Don't understand it

 Don't know where to find the forms or how to use them

 Perceive

Talent Management Processes are aligned to the Talent Strategy and share Inputs and Outputs.

Competency Model as a Common Language: Each process performs evaluations of talent. A consistent competency model ensures that each process can share evaluative data with other processes by ensuring that those evaluations use a common language. If talent acquisition is using a different competency model than Learning & Development, the value of hiring evaluations in the development planning process is greatly reduced.

Technology Enablement: sharing of data across processes can be achieved without technology support, through cross-functional participation in meetings, paper & email communication. However, technology support is critical to ensure interfaces are scalable as company grows.

Change Management as a Foundation: The journey to integrated talent management is transformational, not incremental. A detailed and pervasive change management effort is absolutely essential to ensure that your business is able to follow your lead on that