Talent management for the 21st century
| Date | 01 July 2005 |
| Pages | 2-2 |
| DOI | https://doi.org/10.1108/14754390580000806 |
| Published date | 01 July 2005 |
| Author | Josie Salkey |
| Subject Matter | HR & organizational behaviour |
Volume 4 Issue 5 July/August 2005
2
FROM THE EDITOR
,
CONTACT
Josie Salkey
E-mail: josie.salkey@melcrum.com
,
Talent management
for the 21st century
become a modern multinational. Read HR’s role in
implementing JTI’s global ERP system to find out
how a focus on the people side of the change meant
that the US$200 million project came in on time and
on budget.
Of course, it’s not only during times of change that a
focus on people management pays dividends. In HR
and the parameters of knowledge, stress and time,
Katrina Delargy and Heather Chatten show how a
proactive approach to managing these issues can create
a virtuous circle of performance improvement.
This issue of Strategic HR Review also brings you the
first in a series of two articles from Dave Ulrich and
Wayne Brockbank. In this issue they discuss ways in
which HR can add value for stakeholders by focusing
on people and performance; part two will focus on
less-traditional areas of HR: work and information.
Turn to The work of HR part one: people and
performance on page 20 to start rating your value-add
for investors, customers, managers and employees.
The Strategic HR Summit USA
Finally, I’m delighted to announce that Melcrum’s
Strategic HR Summit USA will be held in Chicago on
20-22 September, 2005. The conference, titled
“Focusing HR on strategy execution to drive results,”
has a fantastic speaker line-up and, following the
success of this year’s London event, I look forward to
meeting many more subscribers during the three days.
To receive more details on the event or claim your
US$300 subscriber discount, just e-mail
hrsummit@melcrum.com.
Corporations are coming round to the fact that people,
like other assets, must be managed for the long term.
Any company that can’t prove it’s sustainable beyond
the near-term is going to have trouble gaining investor
confidence. HR professionals need to be thinking in
the same way about people by building long-term
talent depth and bench strength within the
organization. This issue of Strategic HR Review brings
you examples of leading-edge companies that have
faced these challenges and achieved bottom-line results.
Two tales of talent
The keys to success in this area seem to be that the
approach not only encompasses other HR processes,
but becomes part of the organizational DNA. In
Integrated talent management at BD Japan, Jay
Romans describes how the company’s holistic approach
to managing talent – from hire to retire – helped it
exceed its target to double sales revenue in five years.
Talent management at BD Japan is driven from the
top by its CEO, Rex Valentine. He promotes the talent
agenda throughout the company, even recruiting
quality people when there is no specific vacancy
available and placing them on his own staff. This senior
sponsorship is also evident in the case study companies
featured in Managing talent for competitive
advantage. Here, Lynne Morton and Chris Ashton
outline ways to link talent management to the business
strategy and take into account the changing external
landscape. They also make the case for talent
management being an inclusive program that looks
deep within the company to develop the leaders and
capabilities of tomorrow.
Putting people first
Effective talent management, like so much in strategic
HR, relies on the quality of the data behind it. When
JT International created a global ERP system, pooling
its data across its 40 locations was key to its mission to
Josie Salkey
19096 SHRR run 30/6/05 3:01 pm Page 2
© Melcrum Publishing Ltd. 2005 For more information visit www.melcrum.com or e-mail info@melcrum.com
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