DS 300 Assigment

Technology and talent

Creating an effective combination

C hange is a constant factor in today’s business world. Technology continues to play

an important role in driving change and in helping organizations operate

successfully in the wake of ever-intensifying competition.

A virtual boost for mentoring

The demand for talent has naturally soared as a result, making it imperative to identify,

nurture and manage top-performing employees more effectively. In many firms, the

response has been to increase the emphasis on mentoring. Leaders are increasingly

utilizing this strategy in their quest to achieve knowledge transfer, leadership development

and succession planning objectives.

Of course, it’s rarely that simple. Setting up any mentoring program involves the often

arduous job of finding suitable applicants then matching them with the right mentors.

Program content must be appropriate. Ditto its goals. Then there’s the necessary evaluation

to ascertain the program’s effectiveness. And all this must be customized to fit the

requirement of the company in question. Sure sounds a pretty daunting challenge.

But that’s where technology might help. Using an online platform can greatly enhance the

implementation and efficiency of any mentoring program. Take for instance, mentor-mentee

pairing. Now this already tough task intensifies greatly when a high volume of participants

need to be matched. Without an online platform, allowing individuals to make their own

arrangements obviously becomes an attractive proposition. A wrong one though. In these

situations, the norm is to base choice on favorable personality comparisons rather than

objective criteria.

On the other hand, data generated by technology offers a methodical approach that ensures

pairings are determined by need, expertise and business purposes. Throw in the flexibility to

match single pairs or large numbers simultaneously and the value of such tools is enhanced

even further.

It can be equally difficult to communicate information about the program, especially if many

people need to be reached. Technology is useful here too. The secret? Publish program

content on a central platform for participants to access. This can stimulate those already

involved while also raising awareness and interest among others. Rather than using a

generic company platform, one dedicated to mentoring better serves the purpose and

focuses attention on the program.

Mentoring is a marathon rather than a sprint so organizations need to sustain participant

interest for as long as the program lasts. In this respect, content is important. Publishing

information, advice and other relevant material helps motivate and engage both mentors

PAGE 12 j HUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGEST j VOL. 21 NO. 3 2013, pp. 12-15, Q Emerald Group Publishing Limited, ISSN 0967-0734 DOI 10.1108/09670731311318406

and mentees alike. As with any instruction method though, catering for a diversity of

preferred learning styles is imperative if the content is to achieve the intended effect.

Training at the outset is likewise a must. Teaching participants how to use the technology

helps them to:

B recognize its potential to enrich the mentoring program;

B become more aware of their responsibilities during the program; and

B understand the program’s vision and goals more clearly.

Many firms believe that technology will prove a panacea for all their challenges. That is

clearly a dangerous assumption to make. Implementing new technologies is invariably

complex and requires considerable investment. Leaders must therefore exercise due

diligence in order to ascertain feasibility and ensure that the right decisions are made.

Anything else could have damaging repercussions. Putting technology in place before

demand is measured invites similar problems. The recommendation is to conduct surveys

and interviews to ascertain interest levels and build a pool of prospective participants.

Defining objectives at the outset is essential and also serves as a benchmark for the

program’s success. Managers need to monitor performance on an ongoing basis and tools

offered by the technology platform can simplify this task. Through measuring the success of

different pairings, use of platform resources and goal achievement, those responsible can

help the program to grow and improve.

The clear benefits of cloud

Managing talent effectively places considerable demands on any organization. The sheer

scope of the task means that a successful strategy becomes much likelier when technology

is utilized. For each talent management function, most companies have traditionally used

various standalone applications. Storing these applications and the data generated on each

user’s personal computer or network servers at the firm is normal practice in these

circumstances.

However, such arrangements often pose huge logistical problems. Frequent software

updates are required in order for the content to stay relevant to company needs. This can

prove a nightmare for clients and developers alike. Why? Because hardware used by

customers will invariably differ in its capabilities. Firms will therefore have to pay for

customized upgrades or invest to keep pace with hardware developments. Throw in the

need for IT support and costs spiral even higher. Hardly welcome news anytime, let alone in

the aftermath of a global economic downturn.

The costs and complexities ensure that executing a traditional system is a non-starter for

many organizations. But talent management is critical to the firm’s well-being and an

integrated solution can positively impact on performance, employee loyalty and business

strength.

Fortunately, the advent of cloud computing has provided companies with a feasible

alternative. Many of the headaches associated with the conventional approach can be

eliminated using a solution that offers:

‘‘ Using an online platform can greatly enhance the implementation and efficiency of any mentoring program. ’’

VOL. 21 NO. 3 2013 jHUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGESTj PAGE 13

B Cost effectiveness. There is no requirement for a company to regularly invest in hardware,

software and in-house IT support services. Corporate servers are removed from the

equation as applications and data are hosted by the provider’s own network.

B Flexibility. The dynamic nature of the technology provides real-time access, upgrades

when required and the capacity to swiftly adapt the application’s configuration and

processes as user needs evolve.

B Integration. It becomes simpler to merge the various talent management processes

currently handled in different parts of the firm. Better integration with other HR functions is

likewise attainable.

B Wider application of training and development programs. The problems associated with

conventional technology systems invariably meant that talent management activities were

confined to high performers. Because cloud computing allows all employees appropriate

levels of access to the system, scope exists for an organization to maximize the potential

of its entire workforce.

Despite these advantages, some remain skeptical towards cloud computing. Perceived

security issues are the cause. Companies fear that relinquishing control increases the risk of

sensitive information getting into the wrong hands. Such anxieties are easily allayed though.

For a start, ownership of the data remains with the organization; therefore nothing is actually

relinquished. And keeping it secure? System providers have this responsibility and it would

be folly on their part to perform the duty to anything below the highest standards if they hope

to attract and retain clients. Of course, firms should do their homework beforehand when

seeking a provider and limit consideration to those certified as working to the latest security

standards. Ensuring that user access is properly managed at their end is mandatory too.

With an effective talent management strategy in place, organizations can offer more career

development opportunities to its workforce. It becomes easier to motivate and retain gifted

employees, thus increasing the firm’s competitiveness while lowering the need for external

recruitment.

How to define and identify talent

Where many companies are concerned, the greater challenge is finding talented workers in

the first place. Now this task could become more daunting still in the years ahead. In

Australia, for instance, reports suggest talent shortages will hit most industries. Clearly, then,

no company can afford to rest on its laurels.

Talent arguably comes in three different guises:

1. at the individual level, where high performers need to be identified;

2. particular skills and capabilities vital to the operations and strategy of the firm; and

3. certain roles and functions the company deems important to its strategic success.

Determining what is regarded as talent in each of these categories should direct the talent

identification process.

One suggestion gaining credibility is that the process must be consistent and based on

clearly identified talent metrics. Advocates believe that formalizing the approach to talent

management is best achieved by using technology. A range of tools are available to help

‘‘ Mentoring is a marathon rather than a sprint so organizations need to sustain participant interest for as long as the program lasts. ’’

PAGE 14jHUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGESTj VOL. 21 NO. 3 2013

identify talent, build a talent database and measure existing and future supply and demand.

Knowledge about its human capital can enhance decision making and efficiency in the

organization.

Technology enables HR managers to measure both people-based and

financial-performance metrics. Such objective criteria allow for consistency of evaluation

and the opportunity to create and access detailed electronic records.

Is this method of identifying talent universally approved? Apparently not. Critics question its

objectivity, pointing out that some data needs to be interpreted. Others believe that

technology reduces the task to something of a cloning exercise where diversity counts for

nothing. On the contrary, this school of thought places considerable value on the intuition of

experienced managers and their ability to recognize talented individuals through

observation of relevant behaviors. Since seeing is believing, it’s hard to argue with that

philosophy. Subjective evaluation also encourages discussion among leaders with the

likelihood being that a more comprehensive definition of the talent construct will emerge.

Another benefit of healthy debate is the ability to constantly renegotiate this meaning as the

firm’s competitive environment evolves.

Perhaps some form of compromise offers the best solution. Efforts to identify talent can

exploit human knowledge, experience and judgment, while using appropriate technology to

bring a necessary degree of formality and structure to the process.

Comment

The review is based upon: ‘‘Tech-infused mentoring’’ by Judy Corner, ‘‘Managing talent in

the cloud’’ by Jason Corsello, and ‘‘Do you see what I see? The role of technology in talent

identification’’ by Sharna Wiblen, Kristine Dery and David Grant. In her engaging piece,

Corner argues that use of an online platform can help firms overcome recognized problems

associated with mentoring. She presents a strong case to suggest that the support provided

by technology can help participants and ensure program success. Cloud computing is

explored by Corsello who similarly addresses barriers which make building an integrated

talent management system difficult for many companies. This detailed account points out

several advantages of a cloud-based solution and the argument for its use is compelling.

Wiblen et al. focus on how technology can be utilized to make the identification of talent a

more objective process. They examine the practice within a large professional services firm

in Australia and report how managers rely mostly on experience and intuition to define and

identify talent. This balanced and interesting account concludes that the potential offered by

technology is not being fully exploited by this firm.

Keywords:

Mentoring,

Talent management,

Employees development

References

Corner, J. (2012), ‘‘Tech-infused mentoring’’, T & D, Vol. 66 No. 6, pp. 50-3, ISSN 1535-7740.

Corsello, J. (2012), ‘‘Managing talent in the cloud’’, Training Journal, January, pp. 20-3, ISSN 1465-6523.

Wiblen, S., Dery, K. and Grant, D. (2012), ‘‘Do you see what I see? The role of technology in talent

identification’’, Asia Pacific Journal of Human Resources, Vol. 50 No. 4, pp. 421-38, ISSN 1038-4111.

‘‘ The costs and complexities ensure that executing a traditional system is a non-starter for many organizations. ’’

VOL. 21 NO. 3 2013 jHUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGESTj PAGE 15

To purchase reprints of this article please e-mail: reprints@emeraldinsight.com

Or visit our web site for further details: www.emeraldinsight.com/reprints

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.