Talent management is about using data from workforce, succession and contingency planning tools to understand what talent exists within the organisation, what talent populations are needed, and the identification of individuals who are particularly valuable to an organisation.

The ability to identify and select the most effective methods by which to develop and retain talent is important. It may require specific organisational interventions, such as development programmes, but it’s also about being able to shape bespoke programmes to meet individual needs.

Sophisticated talent approaches will look outside organisational boundaries and will work with diverse talent pools and partner organisations.

Police now case study: The
beat generation

In just three years, the Police Now graduate leadership development programme has already turned out 650 coppers. And the results have been arresting.

Police now case study: The beat generation
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Talent management standards

Each standard progresses through four levels of impact. Which level do you most embody in your day-to-day work?

Foundation level Associate level Chartered Member level Chartered Fellow level
At this level you'll understand: At this level you'll understand: At this level you'll understand: At this level you'll understand:
Talent approaches Your organisation’s approach to defining, developing and retaining talent Different approaches to defining, developing and retaining talent on an individual and group level Psychological, motivation and engagement tools, and how to retain talent through differentiated talent offerings How to align the talent agenda to sector requirements
Talent identification Your organisation’s approach to identifying and reviewing talent Tools to differentiate, assess and review talent (e.g. psychometrics, trend performance) How to design talent differentiation and assessment tools to identify and review talent How to use talent data to inform the organisation's workforce planning strategy
Talent populations The different talent populations that exist within your organisation The approaches your organisation takes for different talent populations How to mobilise, track and review the value of different talent populations How talent populations impact the organisation's performance
Talent pools Your organisation’s approach to creating diverse talent pools Different ways of creating diversity within talent pools How diverse talent pools contribute to the talent strategy How to assess the organisational value of diverse talent pools
Partner organisations The benefits of talent pools in partner organisations Your organisation’s approach to using talent pools in partner organisations How to use talent pools in partner organisations to contribute to organisation performance How talent pools in partner organisations create long-term value
Development programmes The benefits of high potential diagnostic and development programmes and experiential opportunities Your organisation’s approach to high potential diagnostic and development programmes as well as experiential opportunities How to design high potential diagnostic and development programmes, and the role of line management and coaching in experiential learning How to ensure talent development programmes are creating value for the organisation
Succession planning Succession and contingency planning approaches in your organisation How to carry out succession and contingency planning approaches How to design flexible approaches to succession and contingency planning in a constantly changing environment The organisation impact of succession and contingency planning in a constantly changing environment
Global talent How to find out about local, regional and global approaches to talent in your organisation Local, regional and global approaches to talent in your organisation How to consider cultural and country differences when designing global approaches to talent The value of global talent interventions in driving organisation performance
Workforce planning approaches Workforce planning approaches in your organisation How to gather people data to inform workforce planning approaches How to integrate wider people data to create workforce planning approaches How to use strategic workforce planning to support and drive organisation performance
Self-managed talent Self-managed talent approaches How to create career development pathways How to design self-managed talent approaches for all workers The impact of life phases on your strategic approach to talent management

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