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EAPM Newsletter – November 2018

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EAPM Newsletter – November 2018 Newsletter November 2018 EAPM Congress 2019 Talent Management The Macedonia Talent in Slovenia Practices in Turkey Business Incubator Page 28 Page 8 Page 16 INSIDE Welcome from the EAPM Treasurer ...........................2 A New Talent Management Initiative for Emerging Economies (Macedonia) ......................16 Editorial: Talent Management – some critical questions ................................................3 Holistic Talent Management towards greater organisational agility (Netherlands) ...............18 Impressions from the EAPM Delegates Assembly ......4 DGFP member profile (Germany) .............................20 Strategy-based and capability-driven talent management .....................................................6 2018 Global Talent Competitiveness Index ..............23 Talent Management Practices in Turkey......................8 Talent Management: Research Insights ....................26 Leading Talent Management into an EAPM Congress 2019 in Slovenia ............................28 advantage (Spain) ..................................................... 11 EAPM Event Calendar...............................................29 Is it the End of Talent Management as we Know it? (Belgium) ...............................................13 Welcome Welcome from the EAPM Treasurer EAPM 4.0: A fine line between digital and personal To actively collaborate in one of with value creation in Europe. There these teams has immensely enlarged are few ‘one-size-fits –all’ recipes, the opportunities for personal but we must strive on becoming engagement in EAPM for all our and remaining the leading platform members – you no longer have to be in our profession. Two highlights in a member of the Board to be actively 2019 are already in sight: the EAPM involved in EAPM life.… Congress in Bled / Slovenia on April 4/5 and the international HR day on In Lucerne, the delegates agreed May 20 – you will soon learn more that the two main purposes of our about both events. activities are to support our member organisations (« B to B ») - and to At the end of 2018, I will – after 8 benefits for their members (« B to years of service – hand over my C »). High visibility of EAPM helps tasks as EAPM treasurer to my Max Becker, Treasurer EAPM to enhance and support the two successor Rita Becker. It has been strategic actions. remarkable to see how much EAPM It was obvious that, at our recent has had to cope with a fast-changing Delegates’ Assembly in Lucerne/ There is no alternative for EAPM world over these eight years - and we Switzerland, all delegates appre- but to follow the digital route: our made it! If EAPM with the leadership ciated the possibility to meet and associations count for 250,000 of Lucas van Wees keeps on doing discuss with their peers from across HR professionals in 32 countries. its home work well, our future will be the continent. The opinions on how If we want to spread out our core exciting! far the digital track of EAPM should message (be credible, be relevant, go brought very inspiring insights. be impactful) on improving HR Max Becker EAPM has a ’personal history’: across the borders, conferences and Treasurer EAPM conferences, meetings and alike. meetings alone won’t do. Now, our committees are already in action and they all include digital To learn from each other, to options in their missions benchmark, to cope with the change in the world of work – these topics • Scientific committee help to put focus on the essentials. (lead: Wilson Wong /UK) Activities will only create progress if • Events (lead: Raffaele Credidio/I) our members are dedicated to share • Membership on all channels. In a world of utmost (lead: Dana Cavaleru/ROM) political instability, EAPM has a very • International important role to play: to help our (lead: Mary Connaughton/IRL) members to become catalysts of HR Page 2 EAPM Newsletter November 2018 Editorial Talent Management – some critical questions Rick Holden, EAPM This issue of EAPM has Talent valuable, hard to imitate, perhaps newsletter editor Management (TM) as its theme even rare, but what is a ‘talented of focus. It is worth reminding employee’ ? What do they look like, ourselves that although TM has what are their attributes? It may be become common parlance in that definitions of ‘talent’ should be recent years it did not appear until tailored to individual organizations. Having raised such questions I am the late 1990s when McKinsey & Fine, but I have not seen many nonetheless drawn back to the fact Company first coined the term in empirically based examples or that TM is in the HR discourse. their report, and later book, the ‘The case studies which seek to develop Whether or not it is a management War for Talent’, and which exposed exactly what company x mean by fad it clearly occupies a presence this issue as a strategic business ‘talent’ and how they are developing and positioning of some significance. challenge and a critical driver of a unique perspective and approach Organisations are adopting talent corporate performance. And there to its development. management strategies and plans can no doubting that the Fourth and it would be churlish to dismiss Industrial Revolution will place For the many or just the few? this as purely a fashion statement. unprecedented demands on the There is a strong argument that TM Perhaps it is a serendipitous means supply of particular skills if we are to challenges an egalitarian model by which HRM/HRD can enhance harness technological advancement of HRD, presenting a view of the its status, credibility and legitimacy. for societal good. So why do I remain workforce in which particular ‘talents’ And even if this is just side effect it is somewhat circumspect about the are more prized than others? Key surely welcome. So, should I replace construct TM? I note three questions positions, critical jobs, ‘A players’ my circumspection with celebration? here: guaranteed maximum opportunities Well, maybe, but first I want clear for their development. Indeed, there answers to questions such as: Old wine in new bottles? As a former is a view expressed in this edition • what is driving organisations to Personnel Manager I recall well this of EAPM that the number of people adopt TM? question being asked of shift from in an organisation who can make a • what differentiates TM from HRM/ Personnel Management to Human real difference is limited to no more HRD? What are the distinctive Resource Management (HRM). than 3-5%. I am uneasy with such a perspectives / techniques? There seems some resonance with proposition. Certainly, it is not proven. and, above all, does TM offer the current debate about TM and It is reminiscent of the questionable a clearer basis and means for HRD/HRM. I wonder what are the assumptions surrounding the assessment of impact? The answers sort of problems that TM is being supposed impact of individual ‘great to such questions can only come advocated as the solution? Is it men’ leaders vis a vis what can from empirically based enquiry. bringing a distinctive new perspective be achieved through progressive EAPM members have a role to play or a set of new techniques? The shared leadership. And what about here - to champion and facilitate such evidence on both counts is far from the powerful arguments increasingly enquiry. Without this we will be stuck compelling. heard under the diversity umbrella? with one more rather vague addition Can TM somehow embrace to the HR lexicon offering little of What is ‘talent’? I used to think that exclusivity with inclusivity? And if clarity to influence and help drive the ‘skill’ was a tough one to define it can does it end up being simply HRD practice agenda. clearly and unequivocally. ‘Talent’ an employee development strategy seems even more slippery. It is one with appropriate priorities linked to Dr Rick Holden thing to argue that talent is needed business strategy? Liverpool Business School for organisational effectiveness; Page 3 Page 3 Impressions from the EAPM Delegates Assembly Pictures from the EAPM Delegates Assembly in Lucerne on 13th and 14th September 2018 Michaela Geiger; Chefredaktorin Persorama Page 4 Michaela Geiger; Michaela Geiger; Chefredaktorin Persorama Chefredaktorin Persorama Page 4 EAPM Newsletter November 2018 Impressions from the EAPM Delegates Assembly Pictures from the EAPM Delegates Assembly in Lucerne on 13th and 14th September 2018 Michaela Geiger; Chefredaktorin Persorama Page 5 Page 5 EAPM Newsletter November 2018 Strategy-based and capability-driven talent management HENRY, Finland Strategy-based and capability-driven talent management by Paula Kilpinen and Mari Tasanto, HRM Partners Digitisation, automation, artificial intelligence and other technology driven developments are increasingly disrupting traditional business models and highlight the importance of strategic workforce planning. This ‘digital disruption’ impacts learning and development needs, and has to be taken into consideration when attracting, nurturing and retaining talent., In their article “Are we there yet? What’s next for HR?, Dave Ulrich and James M. Dulebohn have claimed that focusing on individual talent or competences is insufficient, and instead “in order to support organizational strategy and add value, future HR work needs to focus on identifying and building organizational capabilities” (2015: 195). of the organizational competences, talent management. At best the In line with their argument and in processes, systems and knowledge. organization’s talent management order to support
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