Top 100 Best Quotes on Talent Management

Top 100 Best Quotes on Talent Management

Talent Management has gained importance over the years and as long as we need smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:

100 Best Quotes on Talent Management

“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”

“The key is to develop and promote insiders who are highly capable of stimulating healthy change and progress, while preserving the core.” – Jim Collins

“Developing talent is business‟s most important task—the sine qua non of competition in a knowledge economy.” – Peter Drucker

“Talent management deserves as much focus as financial capital management in corporations.” – Jack Welch

“I view my primary job as strengthening our talent pools. So I view every conversation, every meeting as an opportunity to talk about our talented people.” – Jack Welch

“There is no way to spend too much time on obtaining and developing the best people.” – Larry Bossidy

“Quality is one capability that GE has focused on for over a decade; talent management has been a focus for over fifty years.” – Edward Lawler

“Talented people are vital to our continued success, and we continuously invest in our associates, giving them the tools and training to succeed.” – Indra Nooyi

“A company that can leverage resources and management talents across a broad array of opportunities may have an efficiency advantage over firms that cannot.” – Gary Hamel

“What‟s most impressive is that your team (Google) has built the world‟s first self-replicating talent machine. You‟ve created a system that not only hires remarkable people, but also scales with the company and gets better with every generation.” – Paul Otellini, Intel

“Indeed, if other organizations are managing their staffing processes exclusively in terms of headcount and cost, more sophisticated organizations may well emerge as the victors in the more subtle game of talent management.” – Wayne Cascio

“People will be at the forefront of strategy and talent management will be a critical component part.” – Turner & Kalman

“Ultimately any talent management approach needs to deliver results that help to achieve a business strategy.” – Silzer & Dowell

“Talent management is more than just a competitive advantage; it is a fundamental requirement for business success.” – Silzer & Dowell

“Through ensuring talent, HR enters the business game; through building organization, HR wins the business game. The wars for talent will be changed into victories through organization.” – Dave Ulrich

“Although generally the business strategy drives the talent strategy, sometimes the reverse happens.” – Silzer & Dowell

“World – class organizations have learned that their competitive edge is driven by an integrated talent management strategy fully aligned with the business‟s mission and vision and meaningfully incorporated into its long – term strategic planning.” – Scott & Mattson

“The only way talent management will truly succeed is by being in support of, and part of, the business strategic plan and ultimately part of the culture or mindset of the organization.” – Avedon & Scholes

“The specific talent management strategies will vary, depending on the business strategy, the stage in the life cycle of the business, the level of leadership commitment, and the culture of the organization.” – Avedon & Scholes

“Strategic talent management systems are integrated vertically with the business strategy and horizontally with HR systems that complement and reinforce each other.” – Wright & McMahan

“It ‘starts with the business strategy.’ Nearly every talent book written repeats this same point. However, we have yet to see anyone who explains how you do this in a quantifiable way.” – Sharkey & Eccher

“We think talent management must be championed by the CEO with the full commitment of senior leaders, but ultimately talent must be owned by managers and leaders at all levels.” – Silzer & Dowell

“Gaining CEO and executive commitment may be the greatest hurdle that Human Resource executives and talent management professionals face in establishing a talent mindset in their organization.” – Silzer & Dowell

“The responsibilities for recruitment all the way through retention rest primarily with line management in the new talent management framework.” – Scott & Mattson

“Managers and the top leaders of the organization need to create an environment that is professional and motivational for top talent management and development since leadership capabilities become more important as a company becomes more global.” – Erin Lap

“All the best talent management tools, templates, assessment models, and career plans in the world are only as effective as the people executing them.” – Church & Waclawski

“One lesson is that it cannot be HR‟s talent management strategy. It has to be the way the company is being managed by all line managers and people managers.” – Marcia Avedon

“In order to be effective, talent management needs active support and ownership from the CEO, executives, line managers, HR and talent professionals, and the talent itself.” – Silzer & Dowell

“HR‟s role should be to provide expertise on how to manage human capital and to help with the implementation and design of the talent management programs of the organization.” – Edward Lawler

“I find that when something that should be happening isn‟t happening regarding talent management, even though the resources are available to make it happen, one of two reasons is the cause: lack of skill or lack of will.” – Kimberly Janson

“The most significant contribution leaders make is not simply to today„s bottom line, (but) to the long-term development of people and institutions, so they can adapt, change, prosper, and grow.” – Posner & Kouzes

“The most successful talent companies, such as Johnson & Johnson and GE, have effectively created a talent mindset or culture in their organization where all managers are responsible and accountable for talent management.” – Silzer & Dowell

“Ultimately the primary integrating mechanism “is truly a merging of the hearts and minds around the power of talent and the importance of connecting the talent mindset to all aspects of the business” – Morton

“Nothing defines success better than when the talent management practices are so ingrained in the organization that they are part of the management culture.” – Avedon & Scholes

“At the heart of the model is talent mindset, or what we call „talent stewardship‟ : a frame of mind, or a culture, where every manager feels ownership and accountability for talent on behalf of the organization.” – Avedon & Scholes

“The organization needs to ensure that talent management principles and capabilities are embedded in the culture itself.” – Church & Waclawski

“Talent management systems and processes need to be flexible enough to determine which elements are necessary for cultural fit (at a broad level) and which are necessary for key strategic roles.” – Church & Waclawski

“The degree to which there is a talent mindset that is broadly held in management is one of the key determinants of what makes talent management successful.” – Marcia Avedon

“The highest level of effectiveness is often characterized by having an organizational or cultural mindset around talent management.” – Silzer & Dowell

“Talent management goes beyond the creation of effective processes to the creation of an inclusive culture of opportunity.” – Turner & Kalman

“Leadership occurs when the organization builds a cadre of future leaders who have the capacity to shape an organization„s culture and create patterns of success.” – Ulrich & Smallwood

“The various talent management initiatives and HR activities, systems, and processes need to be aligned at a minimum, but they are most effective when they are fully integrated.” – Silzer & Dowell

“We will be successful as a discipline when it is no longer the exception, but common practice, to have sustainable integrated talent management as a core aspect of effective management.” – Avedon & Scholes

“In our view, competencies and experiences together provide the most useful framework to integrate talent management processes.” – Yost & Plunkett

“It is important to have a common philosophy and framework within a given organization in order to ensure consistent practices, systems, and decision criteria.” – Church & Waclawski

“It is important that the talent management process, programs, and systems be coordinated and integrated with each other and with other human resource functions and programs.” – Silzer & Dowell

“One of the challenges in HR management in general and talent management in particular will be to ensure that the tools by which the ideas of talent are delivered are integrated with the tools of management of the organization as a whole with measurable outputs.” – Turner & Kalman

“If your talent needs to be aligned to your strategic demands, then you need to know how to get that alignment. Period.” – Sharkey & Eccher

“Companies still want integrated HR systems, but what they don’t want is complex, integrated ERP software that makes everyone’s life more complicated. In fact, they want life to be more simple.” – Josh Bersin

“In „talent management‟ we buy software that integrates all of HR together into an „integrated data platform.‟ In „people management‟ we buy software that empowers people to do their jobs better, is very easy to use, and is a „system of engagement‟.” – Josh Bersin

“So my point is that the original idea of „integrated talent management‟ is really no longer the problem. We have to accept that everything is related – and now, rather than think about „integration‟ we need to focus on how we „drive talent outcomes‟.” – Josh Bersin

“Organizations will need to provide greater transparency in everything they do, including career paths, performance expectations, and even the sharing of talent calls with employees (telling people if they have been identified as a high potential or not).” – Church & Waclawski

“Some managers and leaders believe that singling out a distinct group of employees for special designation, attention, and development is detrimental to an organization‟s talent management efforts.” – Silzer & Church

“I think for many organizations the greatest opportunity to create value in talent management is to identify a group of people working within a pivotal role or strategic job family whose own human capital forms a major input to an organization‟s intangible capability.” – John Ingham

“The approach to talent management is significantly influenced by the definition of talent appropriate to the business: an exclusive, inclusive, or a hybrid model.” – Pilbeam & Corbridge

“Of course companies need to determine who the future leaders and high potentials are, but to accomplish this at the expense of alienating others hurts the entire organization.” – Josh Bersin

“The choice between either inclusive or exclusive definitions of talent as extremes on a continuum looks increasingly anachronistic. Instead, organizations will try to adopt both positions simultaneously. Everyone has talent.” – Turner & Kalman

“A solution is to regard talent management as both an exclusive and inclusive organization‐wide concept, whereby executive positions and the wider workforce are given equal status in talent strategy.” – Turner & Kalman

“Whereas talent was once a collection of high-potential people who could move the required number of steps up the organization and would be willing to do so, the expectations of a new generation are more complex.” – Turner & Kalman

“A strategic position on talent that allows an organization to develop the potential of all of its workforce whilst retaining the ability to fill key roles or those for which skills are scarce can be referred to as „inclusive- selective talent management‟.” – Turner & Kalman

“Talent management is now talent management for all.” – Turner & Kalman

“Talent management seems to lend itself to the use of various software-based systems that purport to integrate all the pieces of talent management into one manageable whole.” – Mathis & Jackson

“The drive to automate talent management also comes in part from the desire to pull together HR, finance, and operations data to get insights on talent that are otherwise difficult to obtain.” – Mathis & Jackson

“If Big Data is sparking a revolution in general management, then Predictive Analytics may well be the „next big thing‟ in talent management.” – Richard Mosley

“To answer some of the fundamental questions about the impact of the strategy, talent managers will have to move from merely providing data to providing value‐adding insights.” – Turner & Kalman

“From a talent management perspective, big data can be used both strategically and operationally. An information revolution is taking place in which providing evidence‐based insights will be important for HR.” – Turner & Kalman

“The availability of big data per se will not be enough and it is the application of insight to the data that will make the difference.” – Turner & Kalman

“The many tried and tested tools of talent management can now be applied with laser‐like precision to the areas in which there is most benefit, and there will be information to back up the levels of investment required to do so.” – Turner & Kalman

“It is based on the assumption that organizations need more than data. They need insight about their people to be competitive in world markets. This is because people are often the only source of competitive advantage.” – Turner & Kalman

“ERP vendors are catching up as credible and effective providers of comprehensive talent management solutions that support recruiting, learning, and a range of people management tools that can meet the needs of large, complex organizations.” – Josh Bersin

“In „people management‟ we focus on making employees happy, giving them a highly engaging and enjoyable work experience, and giving them software tools that make their work easier, not just tools for HR.” – Josh Bersin

“The challenge facing those responsible for talent management include not only doing the right things (through strategy) but also doing things right (through implementation).” – Turner & Kalman

“Creativity in design of talent initiatives and flexibility in how they are delivered will be critical success factors.” – Turner & Kalman

“So when looking at the tools of talent management it is not enough to marvel at the beauty of their design. Instead, the quality of how they are applied and the capture of their effects should have equal prominence.” – Turner & Kalman

“Do not assume that changing the definition of a high potential in a tool will result in immediately enhanced talent calls.” – Church & Waclawski

“Competency approach typically include a fairly substantial effort to understand an organization’s business context and competitive strategy and to establish some direct line-of-sight between individual competency requirements and the broader goals of the organization.” – Jeffery Shippmann

“Competencies are the foundation for talent management processes: performance management, compensation, development, assessment, selection, and others.” – John Boudreau

“Refocusing your resources on hiring better will have a higher return than almost any training program you can develop.” – Laszlo Bock

“At Google, we front-load our people investment. This means the majority of our time and money spent on people is invested in attracting, assessing, and cultivating new hires.” – Laszlo Bock

“Brand performance is strongly influenced by what actually happens in relation to talent management and development activities.” – Pilbeam & Corbridge

“Having Human Resources take responsibility helps to ensure that onboarding is embedded in and integrated with the organization‟s talent management activities.” – Adler & Stomski

“Another lesson learned is that forced ranking (similar to what is used in some organizations as part of their performance management process) should not be formally applied to talent management.” – Church & Waclawski

“The nine‐box talent model is a convenient way to structure a range of disparate career conversations into a relatively coherent whole. Its simplicity has made it one of the most enduring of tools in the talent management toolbox.” – Turner & Kalman

“PepsiCo believes strongly that providing individuals with the right set of experiences is one of the most effective ways of developing talent.” – Church & Waclawski

“HR professionals can coach business leaders to raise employee and organizational productivity by setting standards, giving feedback, and becoming personal leadership trainers.” – Dave Ulrich

“Much of the research on talent management focuses on the process of managing talent and little on rewarding talent, but this is a fundamental part of the effective management of talent.” – Pilbeam & Corbridge

“Finding ways to retain employees long enough to reap the benefits of your investment is an important part of a talent management strategy.” – Mirian Graddick

“If finding or identifying high potentials is one of the most difficult aspects of talent management (and we would argue it is), actually moving them is the other, particularly in a proactive and planful manner.” – Church & Waclawski

“Assessing the person‟s potential to perform in higher – level roles, and doing so with a high degree of precision, represents the talent management “holy grail” for many.” – Church & Waclawski

“Sporadic use of assessment tools will do very little for a business; it is the strict adherence to their consistent use that will ensure that desired talent performance standards are reinforced around the globe.” – Malamut & Van Rooy

“In building the business case for an integrated talent management process, the first step should be to establish the relevant metrics against which success will be judged and to link these metrics to the organization‟s strategic goals and financial bottom line.” – Scott & Mattson

“Accountability in talent management is very important, but so is the adage that „what gets measured gets done‟.” – Church & Waclawski

“It is critical to identify the short – and medium – term outcomes in order to provide useful early information about the effectiveness of the talent management strategy and enable midcourse corrections.” – Scott & Mattson

“ROI analyses should be just one of the many evaluations used for determining the impact of the talent management program and for building the business case for interventions.” – Scott & Mattson

“In the next decade, given the right tools and support, Human Resources will continue to evolve into a strategic department, and talent management will be the foundation.” – Silzer & Dowell

“In the years ahead, we anticipate that talent management will be valued and respected as much as financial management in business organizations.” – Silzer & Dowell

“Although talent management requires tremendous process discipline and the thoughtful analysis of data, the reality is that we are working with individuals and attempting to match their needs with the needs of the organization.” – Avedon & Scholes

“Organizational change takes time. Key messages and elements need to be communicated, repeated, reinforced, and reemphasized as new people join the company. However, the payoff can be substantial. Talent management can make a difference both for people and for the company.” – Paul Yost

“It is really fun to be in charge of talent management when you can see someone grow from running a small business with their first P & L, to running a global business.” – Marcia Avedon

“Thus, agile enterprises require guiding principles that encourage the inflow and outflow of talent in ways that preferably facilitate, but otherwise only minimally disrupt, internal fluidity.” – Dyer & Ericksen

“This is not the „talent management‟ or „integrated talent management‟ we’ve been talking about in the past. This is something more. We may call it „people management‟ or maybe even „creating a people environment‟.” – Josh Bersin

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