Personnel development has existed much longer than talent management. It gives the company the opportunity to become much more innovative and improve employee satisfaction, so it is very important for company culture. The following shows the difference between personnel development and talent management; what talent management is and why it is so important; and how it is implemented at my company Klinikum Niederlausitz.
Personnel development concentrates mainly on the processing of bureaucratic fields of work, such as salary accounting or employer services like a vacation schedule. Through the development of talent management, areas such as process optimization and employee development are effectively implemented in the company.
What is talent management?
There is no uniform definition as it is sector and size dependent. In addition, each economic subject has different professional fields and qualifications which an employee should have. Furthermore, it is linked to the respective liquidity of the individual company. Usually, talent management involves identifying, recruiting, developing and maintaining existing and future talent. An essential task is to have human resources such as knowledge and qualifications available for the required time when they are needed in the company. A condition for it is the use of the correct personnel development instruments at the correct coworkers, to prepare them optimally for the job which is needed in the company in the future. The success of the business remains the primary interest. Talent management should make the best possible use of the production factor work to reach the primary interest. (cf. Gardi, Yannik; Ruch Lukas. Talent-Management. Springer Gabler 2016, pp. 130.)
Why is talent management necessary?
The reason why every company should actively implement talent management can be traced back to Germany’s shortage of skilled workers. In addition, this is a long-term problem. That’s why it is a matter of the greatest importance for any economic actor to present itself as attractively as possible on the job market. The effect of talent management is enormous; if it is used in a targeted manner, it offers an efficient opportunity to fill the positions currently required or those required in the future by developing the existing talents. Hidden potential and reserves of the employees can be discovered and further developed. It provides management with a detailed overview of the existing potential of each individual worker. Talent management helps employees to feel recognized and valued, and they are commited to play their part in the success of the company. It is only during the talent management process that a targeted promotion of the employee becomes practicable and necessary, based on professional and individual assessment. Leadership is qualified and expanded to include staff consultations and assessments to establish a better relationship with the employee. Career structuring and the use of further training measures are increasingly becoming common instruments of the personnel. The management level increases its attractiveness by developing into a supportive company for the personnel. (cf. Nagler 2017)
How is talent management used at Klinikum Niederlausitz?
At Klinikum Niederlausitz, there is currently no direct definition of talent and no structured talent management. This can be explained by the current economic situation and the complex implementation. The primary goals for the year 2019 of the personnel development department in Klinikum Niederlausitz are the further development of digitalization in the entire department. At the moment there is not enough priority to develop a talent management strategy. But the hospital has some little things they have to change. Recruiting at Klinkum Niederlausitz is currently modernized. The process to find new talent is to be more innovated. The latest method is active sourcing through a recruiter. The social network Xing is currently striving to contact professionals directly to recruit them for the clinic. Furthermore, the company is advertised in social networks, for example the personel department has made a video to mobilize new employees. In general, the company should be attractively represented in social networks, but there is currently no employer branding present. (cf. telephone interview with Josephine Renker. 2019)
Source 1: cf. Gardi, Yannik; Ruch Lukas. Talent-Management. Springer Gabler 2016, pp. 130.
Source 2: Nagler, Sandra; Löffler, Gerda. Strategisches Talentmanagement: Die besten Mitarbeiter finden, fördern und binden. Beltz Verlag. 2017. p 54.
Source 3: cf. telephone interview with Josephine Renker. 2019.
Picture 1: Cf. Altman, Gerd. talent management. Pixabay. 2019.