Rethinking Talent Management And Employee Development For Long-Term Business Success: A Practical Model For Direct Managers

Numerous attempts to formalize the talent management model have been mostly focused on developing policies, guidelines, systems, and anoverall organizational model to drive talent management and succession planning. Mostly talent management has been presented from an hr manager’s perspective. A major issue with such approaches is that they do not provide a simple-to-use toolset to the direct manager to manage the talent, succession planning, and bench strength. The practical approach to talent management starts with the right pre-hiring process and onboarding of to-be-hiredemployees, developing the talent through the right feedback and performance evaluation,followed by continuous review of the long-term potential of the employees. This paper presents a practical model with a set of processes and activities a direct manager needs to deploy in order to effectively manage his key talent, develop a succession plan systematically, and develop bench strength within his team. This model under discussion becomes even more useful in an asia-pacific corporate context, where most of the responsibility to hire, develop, and retain the team lies with direct managers rather than with hr managers. This model equips busy supervisors with apractical hrm toolset to align hiring, onboarding, performance review, and talent review processes with overall talent management goals.