Creating a talent management strategy
Creating a talent management strategy
Talent management refers to everything an organisation does to attract, develop and retain skilled and valuable employees. A talent management strategy, then, is about getting the best out of people you’ve brought into the service. The ultimate goal should be to ensure all individuals can harness their full potential – whether that’s as future leaders or thriving and excelling where they are.
A talent strategy can be a standalone document, or it might be integrated into other plans you have for people, workforce and/or organisational development. Either way, a strategy should outline your high-level approach to talent management.
Why should you create a talent management strategy?
A talent management strategy:
- Ensures talent management is a strategic priority
- Enables the service/sector to attract, develop, engage and retain top talent
- Helps you prioritise clear deliverables, which are regularly monitored and refreshed
- Provides a focus on the challenges you face
- Can be used as a way to measure and celebrate successes
- Demonstrates how talent management is connected to other interventions in and outside the service
- Enables enhanced succession planning
In the introduction section of the NFCC Talent Management Toolkit, you’ll find resources to help you write a talent management strategy for your service.
Below is an outline of a talent management strategy. You’ll need to speak to key stakeholders to find out the information you need to complete the template.
The final section outlines how you could use the other resources in the Talent Management Toolkit.
The outline below gives a suggested structure for your strategy, alongside some pointers on content. You might also want to look at the talent management strategy template for a more detailed example.
|Introduction and definition
|Why are you creating this strategy now?
What is your local definition of talent management?
What are the strategy’s key aims for your service?
|National and regional context
|Which national and regional drivers resonate with your service?
| Local context, including supply and demand
|Here you may wish to provide some more background about the context and climate you are operating in. For example:
· What has your talent management journey been so far?
· What external changes are having an impact on your service?
· What internal factors are driving change?
· What possible future scenarios do you need to plan for?
· Do you need to consider any constraints?
· What are your main organisational goals?
|Outline what you hope to gain from delivering your service’s strategy and priorities.
Specify the outcomes you want to achieve through talent management.
What short-, medium- and long-term impact do you expect it to have?
|· At a high level, describe how talent management will apply to different groups in the service, where you are going to start and what will be different:
· What key activities will support this approach?
· The Talent Management Toolkit is designed to provide resources under the headings: attract, identify, develop, engage, retain, deploy and evaluate. You could think about highlighting activities under these headings.
· Link activities to the outcomes you are seeking to achieve and provide a brief explanation of how your approach will support this.
|Promoting diversity and inclusion in talent management
|Demonstrate how you will promote diversity and inclusion in your talent management practice.
Outline any specific issues you intend to address in this area through your approach.
|Roles and responsibilities
|Summarise who is responsible for delivering which parts of the strategy. You can add a more detailed breakdown of expectations as part of your implementation plan or add this as an appendix.
Which member of the senior leadership team is most involved or is your sponsor?
Who is responsible for delivering the strategy?
|Link to your other strategies and plans
|List any strategies or plans that relate to your talent management strategy, or that should be referred to.
|Measuring, reporting and evaluating
|Outline your key measures of success. As a starting point, use measures you already have and seek to improve them.
Provide detail on how these will be monitored and reported on.
|Link to your implementation plan
|Direct readers to a plan that outlines the deliverables and timescales connected with your approach.
|Specify how and when your strategy will be reviewed and how progress will be monitored.
Other resources in the Introduction to Talent Management section of the toolkit
This framework lists the range of activities and interdependencies that can contribute to successful talent management, under the headings attract, identify, develop, engage, retain, deploy and evaluate.
The tool can be used to help you understand what you already have in place and where you may have gaps. This information can feed into your talent management strategy and implementation plan.
It will also provide a ‘before’ measure that can be used to measure progress.
These tools can help you engage with the key stakeholders to gather the information you need to write the strategy and get others’ support.