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Den ultimata guiden till Talent Management [Strategi + bästa praxis]


The Ultimate Guide to Talent Management [Strategy + Best Practices]

Har du någonsin undrat vad som skiljer framgångsrika företag från de organisationer som kämpar år efter år?

The product or service, pricing, industry, market share, and a thousand other factors can impact business success. However, there is one area that if they don’t get right, they’ll never flourish as an organization.

Hiring and retaining quality employees.

You may believe that your customers are the most important aspect of your business, but who is serving your customers? Without a top-notch staff, your product won’t make it to market, and you won’t have any customers to serve.

Med high turnover rates across industries, employers are scrambling to understand what attracts top talent, cultivates loyalty and engagement among employees, and encourages them to stick around for the long haul. If your team is experiencing dissatisfaction, low engagement and productivity, and a revolving door in your HR department, you’re probably wondering this as well.


The good news is implementing a talent management program can help businesses of all sizes and employee engagement levels find a sense of balance.

What is talent management?

Put yourself in your employee’s shoes for a moment. What is your employee experience like? What attracted you to the company in the first place? Was there something they could’ve done that would’ve made you even more eager to work there?

Now think about the onboarding process. Were you provided with the training and support you needed to succeed in your role? Are you appreciated for your unique skills and compensated appropriately? Do you believe there are adequate growth opportunities? How about the workplace culture? Do you feel comfortable voicing opinions and new ideas?

All of these questions factor into your employee’s experience and whether or not they remain engaged in their roles, or become disconnected, disheartened, and dissatisfied with their job. When this happens, they aren’t exhibiting the productivity you’re looking for, and it won’t be long before they’re planning an exit strategy.

Talent management falls into three distinct categories:

  1. HR processes that work together to create the best possible employee experience. We’ll discuss this more in the next section.
  2. Attracting, Developing, Motivating, and Retaining top talent for your organization.
  3. Developing High-Performing Employees

“The purpose of your talent management strategy is to attract, motivate and retain your employees,” says Rameez Kaleem, Founder, and Director of 3R Strategy.

“No one factor, such as pay or perks, will enable you to do this. You need to consider your overall strategy to create an environment where employees can thrive and feel empowered to achieve excellence. This includes your approach to pay, benefits, creating a positive work environment, and providing people with personal and professional growth opportunities.”

As a business owner, manager, or HR professional, it’s your job to provide the best possible conditions for your employees so when outside opportunities knock, they can’t help but say “no thank you, I’m happy here.”

talent management: elements needed to retain your employees



How does talent management fit under the HR umbrella?

While talent management can fall under the responsibilities of a manager or senior leader, depending on the structure of your organization, it may be carried out (at least in part) by your Human Resources department.


Human Resources is responsible for instituting workplace policies, handling interpersonal issues, and administering payroll. However, many businesses, also have a hand in the hiring process, training, mentoring, and creating the employee experience. Your HR department may shoulder the responsibility of employee engagement, performance, and company culture.

Because of this, it is essential that your HR department is considered a part of the talent management team.

Talent Management Strategy

Hopefully, you approach every aspect of your business, from marketing to sales to production to delivery and follow-up (and everything in between), with a strategy. Talent management is no different. In order to create the most positive experience for your employees, you’ll want to approach talent management with a strategic plan designed to efficiently reach your goals.

There are five steps you’ll want to work through in order to do this.

1. Identify the goals and the metrics you’ll use to measure your progress.

What do you hope to see from your Talent Management program? Are you looking to attract a higher caliber of employees? Are you experiencing extremely high turnover and looking to hang on to your top talent? Identify the talent management metrics that will allow you to track your progress and determine if you’ve reached your goal.

2. Select one or two areas to focus on (at first) before taking on a massive overhaul.

While it would be amazing to improve every aspect of your employee experience overnight, these things take time. Once you’ve determined your goals in Step 1, you’ll have a clearer picture of which area of Talent Management to tackle first. Once you’ve gotten that area optimized, you can move to the next.


3. Consider what sets you apart from the competition.

You’re used to competing for customers, but have you ever considered that you’re competing for talent as well? Just like your customers, your employees (or potential employees) have other options as well. They want to find the best fit and compensation for their skills, and you can bet they’ll be doing their homework.

Know what sets you apart from others and what makes you special. Do you offer special perks for employees? Does your culture make your employees proud to be there? Does your contribution to the community excite potential and existing team members?

Know what makes you different and don’t be afraid to communicate it to potential employees.

4. Identify the specific skills needed to grow and prosper.

Do you already have someone on your staff that can take on this responsibility? Perhaps you’ve got an HR business partner who can take the reins on a talent development program. Or perhaps, a talent manager is the first position you need to fill. Having a person dedicated to this program can help you get the most out of your existing employees, and guide the decision-making process on new hires.

5. Identify and analyze the key performance indicators.

If you can’t measure it, you can’t improve it. Get specific with the key performance indicators you’ll use to determine your success in this endeavor. Pay close attention to these numbers and if they aren’t heading in the right direction, it may be time to revisit your strategy and switch gears.

The better your strategy, the better your execution. Don’t be afraid to take some time to plan before you dive in.

Talent Management Process

Now that you understand the strategy behind talent management, how do you incorporate it into your own organization? The talent management process consists of six steps:

1. Identify your needs.

If your sink was leaking, you wouldn’t hire an electrician. Before you start posting job openings, determine what roles you need to fill and what skills are required to complete these responsibilities. Once you’ve done this, you’ll be better positioned to create the job description and post the opening.


2. Attract the right talent.

Remember you have a treasure trove of talent at your fingertips. If you have the opportunity to promote from within your company, you’ll do much more than save time on onboarding. You’ll also raise employee morale as your team now sees room for advancement within the company. If you don’t have anyone suitable, then you can look outside of the organization for a new hire.

3. Select the right talent.

This differs from company to company. You may begin with creating a shortlist of resumes, require a test to be taken, hold individual or team interviews, and ultimately leave it to the department manager or HR to make the decision. No matter how you go about it, make sure that you refer back to Step 1 and hire based on your needs.

4. Develop your employees.

This can include onboarding new employees as well as providing ongoing training for your existing employees. When you help an individual become the best employee possible.

5. Retain your employees.

You’ve worked hard to attract the best talent. Now, how do you ensure that they stay with you? Employee retention strategies can include increased pay, extra benefits or perks, rewards or gifts, promotions, etc.

6. Have an offboarding process in place.

No employee will last forever (we’ll discuss that in more detail below), but what do you do when an employee leaves? Get an understanding of what responsibilities they handle and look for a replacement based on your findings.

If the employee provided a great deal of value to the organization, ask them to train their successor so he or she is up and running before your existing employee leaves. You may also want to include an Exit Interview. You can discover a great deal of knowledge about the employee experience when you ask someone on his or her way out.

This talent management process will look a little different depending on your industry and your business model, however, this should give you a good understanding and a solid jumping-off point.

Talent Management Best Practices

There’s no need to reinvent the wheel when it comes to attracting and retaining top talent. There are a variety of talent management best practices that you can follow in order to be more successful. Some of these are:

  1. Have a strong employer brand. Candidates have choices when it comes to where they want to work. If you want to attract the best possible candidates, develop a strong brand as an employer.
  2. Have a good reputation. Of course, there are always things beyond our control, however, how the world views you is strongly based on how you show up as a company. Do what you say you’ll do and do it well.
  3. Encourage employee referrals. Good people know good people. Ask your existing employees to recommend job seekers they know and trust. Offer them incentives for their help and keep them apprised of how the process is going.
  4. Onboard and inboard properly. It’s a truly horrible feeling to join a company (or be promoted to a new role) and not be set up to succeed. Provide the training necessary for them to be their best selves in the new role.
  5. Provide ongoing training. Yes, they may know how to do their current job, but what are you doing to prepare them for their next role? Most employees want to progress up the career ladder and if you don’t give them the encouragement and opportunity to do this within your organization, they’ll surely go outside it.
  6. Create a talent pipeline. Eventually, every person will leave their role. This may be due to promotion, retirement, opportunities outside of the organization, etc. Prepare for this by identifying star performers and grooming them for promotion. When the time comes that a role is vacated, you’ll have someone waiting in the wings to step in.
  7. Provide performance feedback. No one likes to wonder if they’re hitting their marks and living up to their manager’s expectations. Provide regular feedback and opportunity for improvement so your employees are never in the dark about their present or future.

Your employees are truly the most important aspect of your business and without quality team members, you won’t be able to reach your goals. Implementing a talent management program in your business can help you position your organization as a sought-after employer and motivate employees to stay loyal to your organization.

Don’t be afraid to invest in your people. It will be the best investment you ever make.

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MOps leaders as psychologists: The modern mind-readers


MOps leaders as psychologists: The modern mind-readers

This four-part series presents a framework that describes the roles and responsibilities of marketing operations leaders. This part discusses MOps leaders as psychologists, in addition to their roles as modernizers (see part 1) and orchestrators (see part 2).

Exposure to marketing during my early educational journey was limited. With a heavy math/science background, I chose the “easy” path and majored in engineering. I struggled in advanced engineering classes but thrived in electives — communications, business, organizational behavior — which was a sign for my future in marketing.

Because of my engineering background, I was fortunate to get an opportunity to join GE Healthcare through its entry-level leadership development program. There I was exposed to magnetic resonance imaging (MRI). 

MRIs had become go-to diagnostic devices and subsequently were used in neuroscience. I was fascinated by their eventual application in fMRI: Functional MRI. These extensions helped us understand the most consequential medical mystery: how (and why) people do what they do.

fMRI uses the same underlying technology as conventional MRI, but the scanner and a medical contrast agent are used to detect increased blood flow in response to a stimulus in what is commonly referenced as “hot spots.”

fMRI reveals which of the brain’s processes “light up” when a person experiences different sensations, e.g., exposure to different images in common studies. As a result, we now know what parts of the brain are involved in making decisions.

Successful marketing ‘lights up’ customers’ brains

Traditional marketing campaigns and measurement left gaps in understanding how and why people choose to buy. We were dependent on aggregated data. 

With digital channels, we gain first-hand insights into an individual’s response to a stimulus, i.e., content. Here’s where the comparison picks up: 

  • We can observe nearly anything and everything that customers or prospects do digitally.
  • Most customers know that we can track (almost) everything that they do.
  • Because of that knowledge, customers expect contextual, value-based content, forcing marketing to provide more value in exchange for the permission to track.

Our goal as marketers is to make our customers and prospects “light up” with pleasure or satisfaction at each interaction. And, we now have the technology to track it. We are effectively reading minds — just as if it were an fMRI scan.

Here’s an overview of three of the primary psychology “tactics” that every marketer should know: 

  • Priming is the attempt to trigger a subconscious reaction to stimuli that influences our conscious decisions. The most common application is in branding and first click-through impressions. If a customer continues their journey, then the use of aspirational product or service images in content are common priming approaches.
  • Socialt bevis is perhaps the most common example, given the impact of word-of-mouth influence. It is commonly seen in product reviews and ratings. Content marketing often relies on case studies and customer testimonials to hear from “people like us.”
  • Anchoring refers to marketing’s role in pricing and discounting. Most decisions people make are relative to the initial set of information they have received.

Skaffa MarTech! Dagligen. Fri. I din inkorg.

MOps leaders manage the mind-reading stack 

MOps leaders are modernizers that now manage the mind-reading martech stack. We then lead the orchestration efforts to analyze the response (the “scan” data) and “prescribe” the next steps of the campaign.

Two catalysts spawned the emergence for martech applications:

  • New channels that delivered stimulus (content) and collected responses: search, social media, retail commerce channels, etc.
  • Tools that organize and manage all of that response data, from foundational CRM platforms to marketing analytics and data enrichment.

These developments led to the new psychological skills that have become essential to the role of MOps leaders. 

Processing and interpreting intent data is an example. ZoomInfo illustrates how B2B marketers are accessing this capability. The company now provides buying signals to marketers based on their customers’ behaviors, in addition to the basic contact information that was the origin of its business. 

Intent data is already in widespread use. Six in 10 companies responding to a recent survey said they had or planned in the next year to implement intent measurement data solutions. 

The top challenges for effective intent data utilization fit squarely in the role/responsibilities of MOps leaders include:


These trends support the conclusion of the first three parts of this series — that MOps leaders should aspire to be: 

  • Psychologists who elicit responses (i.e., “light up” the brains) of customers and prospects and interpret those signals for the business. 
  • Modernizers who adopt the technology that enables the activation of those signals.
  • Orchestrators who are cross-functional project managers and business partners with IT, legal and compliance.

Next time, I’ll complete the framework with a discussion of how the role of MOps leaders includes being a scientist, constantly testing and evaluating marketing efforts with teams of analytics specialists and data scientists. 

Editor’s note: This is the 3rd in a 4-part series. In case you missed them, part 1 (Modernizers) is here och part 2 (Orchestrators) is here.

Åsikter som uttrycks i den här artikeln är gästförfattarens och inte nödvändigtvis MarTech. Personalförfattare är listade här.

Om författaren

Milt is currently Director of Customer Experience at MSI Data, an industry-leading cloud software company that focuses on the value and productivity that customers can drive from adopting MSI’s service management solutions.

With nearly 30 years of leadership experience, Milt has focused on aligning service, marketing, sales, and IT processes around the customer journey. Milt started his career with GE, and led cross-functional initiatives in field service, software deployment, marketing, and digital transformation.
Following his time at GE, Milt led marketing operations at Connecture and HSA Bank, and he has always enjoyed being labeled one of the early digital marketing technologists. He has a BS in Electrical Engineering from UW Madison, and an MBA from Kellogg School of Management.


In addition to his corporate leadership roles, Milt has been focused on contributing back to the marketing and regional community where he lives. He serves on multiple boards and is also an adjunct instructor for UW-Madison’s Digital Marketing Bootcamp. He also supports strategic clients through his advisory group, Mission MarTech LLC.


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