Applying HR analytics to talent management
| Date | 08 October 2018 |
| DOI | https://doi.org/10.1108/SHR-08-2018-0072 |
| Pages | 247-254 |
| Published date | 08 October 2018 |
| Author | Andrew Mayo |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Applying HR analytics to talent
management
Andrew Mayo
Abstract
Purpose –The purpose of this paper is to summarisethe different areas of talent management and how
HR metricsand analytics can be harnessed to make those areas more effective.
Design/methodology/approach –The paper first discussesthe different definitions of ‘‘talent’’. It then
takes three areas for the application of metricsand analytics –data about individuals, the effectiveness
and efficiencyof talent processes and the extent of thesupporting culture.
Findings –The definition of talentshould not be confined to senior leadership only, nor be fully inclusive
of every employee, but organisations need to define those individuals and groups where somespecific
attentionwill benefit the organisation; it is as important to understandthe potential of all employees as it is
to assess their performance; metricsshould be chosen for all talent processes and related to business
KPIs wherepossible.
Practical implications –This is a practical paper givingguidance to talent managers in organisations
on how to apply and utilisepeople analytics.
Originality/value –This paper is basedmostly on the writing, models and experience of the author.
Keywords Analytics, Human capital, Talent management, Metrics, Engagement, Potential
Paper type Conceptual paper
What do we mean by talent?
The term “Talent” –widely used today and the core of many senior job titles in HR –originates
in its current usage from a famous 2001 article called “The War for Talent”. Written by three
Mckinsey consultants in the US, they identified “five imperatives of talent management”:
1. instilling a talent mindset;
2. rebuilding your recruiting strategy;
3. creating an employee value proposition;
4. developing great leaders; and
5. differentiating and affirming your people.
The article placed a particular emphasis on the influence that an immediate manager can
have –either positively or negatively –on the development of their people. These so called
“imperatives” lead us to three aspects of talent management that require some measures
and indicators –enabling us to set goals, track progress, benchmark internally or
externally and link where possible to business parameters. These are as follows:
䊏data about talented people;
䊏effectiveness and efficiency of talent management processes; and
䊏the extent of the supporting culture and environment.
Andrew Mayo is professor of
Human Capital Management
at Middlesex University and
Director of Mayo Learning,
Welwyn, UK.
DOI 10.1108/SHR-08-2018-0072 VOL. 17 NO. 5 2018, pp. 247-254, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 247
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