Author: Shani van der Merwe In order for organisations to cope and adapt to the changing external environment, a talent management system is required which translates and achieves the strategic intent of the organisation through the alignment of individual capabilities, responsibilities and potential. To some this may sound idealistic to others probable... but how? How can such an approach be implemented and secondly how can such a system be managed in a sustainable manner to ensure the competitive advantage of the organization? What will the impact of such a system be on an organisation's selection, development and wellness initiatives? In the next couple of weeks JVRC will propose their ideas surrounding talent management and how they utilize applied psychology within the world of work. Week One: Employee capabilities and organizational objectives...

Based on the Levels of Work Theory by Elliot Jaques work differs in terms of its complexity and individuals differ in terms of their ability to deal with these varying degrees of complexity.  To ensure that organizational objectives are achieved organizations must ensure that employee capabilities, their development as well as motivational needs are aligned to their work requirements. This ensures that the employee is able to identify and manage the variables of a given situation accurately and clearly ensuring accurate work outputs. In addition, the alignment of individual capabilities to work complexities results in higher motivation, engagement and performance. When it comes to the how, organizations should start with the end in mind. The strategic intent of the organization should form the stepping stone from which one can structure organization roles and responsibilities. Thereafter a well defined talent-pipeline can be established to ensure the identification and management of talent on a continuous basis. In summary, strategic objectives can only be achieved if the right people are in the right positions. By structuring organizations in a requisite manner one can ensure that people are able to cope with the requirements and complexities of their role, thus ensuring that they achieve their work outputs which essentially contribute to the achievement of overall organizational goals. For the next following three weeks we will have discussions around:

  • The proposed JVRC framework for integrated talent management
  • Using not only competencies but also complexity when determining potential

Implications of the proposed framework on other HR processes such as selection, development & wellness.