Basically, talent management is about attracting, identifying, retaining and developing talented employees. Talent management thus encompasses all activities relating to personnel marketing and personnel retention and development. However, there is no universal definition of talent management.

However, most talent management definitions target the following:

‍Talent management comprises the internally and externally directed strategies, methods and measures that ensure for company that the positions important for the company's success are permanently filled with the right employees. The decisive criterion for this is the Question, whether the employee has the necessary potential for the key function in the company . A decisive role role in talent management is played by managers. But also the HR department, which acts as a driver, innovator and coordinator for processes and tools.

Talent management is therefore the discipline that deals with employees, their skills and also their commitment. With good talent management, productivity increases at company because employees work with passion and energy on the right things. Therefore, company and in particular HR have the task of creating the working environment in which employees are motivated in the best possible way to make their contribution to the success of the company.

Talent management therefore begins before an employee is even hired at company . This is because the most important applicant groups are already targeted during employer branding. After recruiting, the other tasks talent management activities can be grouped into these areas:

• Performance Management,
• Compensation Management/Compensation,
• Skill and competence management/personnel development
• Career and succession planning
• Talent Relationship Management (keeping in touch with employees who leave company ).

Talent management in practice
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In practice, talent management means that company uses employees in such a way that they make the best possible contribution to the company's success with their Skills and their knowledge. If employees are involved, they can develop their talents and provide the greatest benefit for the company . This is also where the future of talent management lies: employees must be increasingly integrated into corporate processes. For example, many company involve the team in the recruiting Process process. So it's not just about automating an existing Process and making it more efficient. Rather, it's about company doing everything it can to implement effective talent management that makes a noticeable contribution to increasing productivity.
After all, the pure process optimization that many providers of talent management solutions propagate usually falls short. Talent management only works if all those involved, i.e. employees, superiors and HR department, are joint designers of the process. This is also in the tradition of the management pioneer Peter F. Drucker, who sees many talent management processes as the responsibility of the employees themselves. Involvement of the employees should enable the best fit between the needs of the employees, the organization and also the respective situation.
However, most talent management definitions aim at the following:

‍Talent management comprises the internally and externally directed strategies, methods and measures that ensure for company that the positions important for the company's success are permanently filled with the right employees. The key criterion for this is the Question, whether employees have the necessary potential for the key function in the company . A decisive role role in talent management is played by managers. But also the HR department, which acts as a driver, innovator and coordinator for processes and tools.

New Work, Working 4.0, Next Economy - the buzzwords describing the future of our working world are as varied as the opinions about what exactly this future will look like. But one thing is clear: Our work is being increasingly influenced by social and economic developments such as flexibilization, digitization and globalization. Employees now have different expectations of their employers than they did just a few years ago - especially the so-called Generation Y or Z. They want more say in company, can no longer do anything with rigid hierarchies, and demand an agile and self-determined way of working. Also on the wish list: A modern workplace with the latest technologies, often already familiar from private use.

However, many talent management strategies do not take this into account. While they all have the goal to attract, develop, and productively deploy employees, the majority of approaches still assume that employees are merely resources to be controlled or managed. The corresponding software solutions mainly serve to optimize processes. Umantis represents a fundamentally different understanding. An overview of the two groups of talent management providers:
1. The Umantis principle: "People who do the right thing Talent management is the only discipline that specifically addresses employees, their Skills and their commitment. Management, especially Human Resources, must create a work environment in which employees are allowed, able and willing to make their contribution to the success of the company. After all, the willingness to give "everything" is largely determined by whether the employee has the right task and the corresponding scope for action. Properly understood talent management therefore inspires confidence in employees and involves them in decisions . This also increases productivity at . This also increases productivity at company. Not because employees work more or harder. But because they work on the right things with competence, passion and personal responsibility. Talent management can only work if all those involved, i.e. employees, supervisors and the HR department, are shapers of this process. This is because it creates the greatest overlap between the requirements of the job and the needs of employees, the organization and the situation.

Umantis represents a European, employee-centric approach in the tradition of Peter F. Drucker - and the software is also aligned with this. It is crucial that a talent management solution is designed for end users. At the same time, it must be in line with the media habits of a digital society and - in line with common Internet applications - be operable without course | training . This enables employees Active to participate in the design of their Development at company . In addition, the software company must enable "soft" value-adding HR-data such as Competencies, qualifications or goals to be collected, shared and used for the company's success without great effort. Employees must have access access to company-critical information and be able to take responsibility for themselves and company on this basis. Only software that follows such a bottom-up principle ultimately leads to satisfied employees who also make the company successful. Talent management software that is intended to support Work 4.0 with all its facets must not be a purely administrative or control instrument or expert system. On the contrary, it must support productive collaboration and the exchange of information between employees, supervisors, the HR department and also external partners and Customers .

‍The Umantis principle: People who do the right thing

The idea: The source of success is employees who do the right thing.

‍The way: Involving employees should enable the best fit between the needs of the task, the organization, the situation and the employee. The people concept: Employees are involved as shapers in decisions . Their potential and talents are put to use at Job in company , where they contribute to the company's success in the best possible way.
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2. "Scientific management": master of all processes
Payroll accounting, time recording or absence management are typical processes in which the main focus is on standardization, automation and the avoidance of errors. For HR experts, processes and systems need to be organized as efficiently as possible. Most talent management solutions to date have therefore been strongly focused on process optimization. However, strategic HR work does not only take place in the HR department. There are processes for which hiring manager is primarily responsible. These include the Setting and assessment of employees, the decision regarding development measures or the nomination of candidates for career steps. In soft, value-creating issues, it is necessary not to focus on 100 percent process optimization, but to limit oneself to the essential aspects. Employees at hiring manager do not carry out the HR processes for which they are responsible on a daily basis. Therefore, they must be organized as simply as possible and supported by intuitive systems. Scientific Management: Eliminating Inefficiencies

The idea: Processes must be designed optimally in order to eliminate inefficiencies. Staff departments are usually commissioned to develop comprehensive optimization concepts Create.
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‍The way to achieve this is to standardize and automate processes. The hope is that the defined concepts will be implemented efficiently and as smoothly as possible.
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‍The human factor: Automation is intended to eliminate the human factor as a source of error.

3 Successful talent management: Quo vadis?
Properly understood talent management places trust in employees and includes them in decisions . It responds to the needs of employees and enables them to make an impact at the right Job in company . After all, people want to take on meaningful work, be successful at it and be recognized for it. And for the company , too, it's ultimately about one thing: people working together productively and meaningfully. This is precisely where the future of talent management software lies: it must address the challenges and demands of the new world of work, connect people, support all employees equally in their work, and enable them to make an individual contribution to the company's success - in line with their knowledge and Skills. The previous notion of mapping out as best as possible a Process defined in a small circle is outdated.

In summary, there are 5 prerequisites for successful talent management:

• Voluntariness - participation in measures is not a must
• Flexibility - keeping processes and structures agile
• focus - Map and use only the relevant functions
• Freedom - leaving room for unstructured information and self-organization
• Fault tolerance - errors allow and learn from it.

When HR departments get their talent management right, they not only meet with broad acceptance from managers and employees who use a corresponding software solution. They also become active shapers and support the cultural change at company as an important partner of the management. And this change from hierarchical structures to an open management culture is imperative in order to effectively shape collaboration in teams, promote the talents of each individual in a targeted manner, and ultimately ensure the success of the company. We should take talent management literally: It is about the talents of our employees - and their best possible use in company. To do this, we need to involve them. They themselves are well aware of their strengths and potential. In most cases, they know best how they can make the greatest contribution to the company's success. If they are involved, they can develop their talents and provide the greatest benefit for the organization.

The first thing many company think about is optimizing processes. However, this is fundamentally too little, because pure process optimization - which is also offered by many software providers of talent management solutions - falls short. Talent Management only works if all parties involved, i.e. employees, superiors and HR department, are shapers of this process. This is also in the tradition of Peter F. Drucker, pioneer of modern management, who sees many talent management processes as the responsibility of the employees themselves. In principle, the best fit between the needs of the employees, the organization and also the respective situation is made possible through the involvement of the employees.

In talent management, there are basically different strategies and thus also best practices, but all of them pursue the same goal goal : Attracting employees, developing them and ultimately using them productively. Read here about three completely different company that have found a best practice in talent management.

Best Practices in Talent Management: 3 Case Studies

‍Best Practice 1: Talent management at the top employer
‍The Swiss Paraplegic Group has around 1,600 employees who provide lifelong support for paraplegics. The company is one of the most popular employers in Switzerland and came fourth in the Swiss Employer Awards in 2016. Talent management at company is also outstanding. "Our focus is on the heart, on the human element. We therefore want to keep administrative processes as lean as possible," says Andreas Korner, Head of Human Resources, describing the philosophy of the Swiss Paraplegic Group. This is precisely the philosophy that company also pursues in talent management and therefore also relies on a solution that puts people at the center. In doing so, company maps almost all HR processes, from e-recruiting and learning management to target agreements. The latter in particular led to resounding success among employees. Read the entire success story in the case study. download

‍Best Practice 2: Professional Talent Management in the company under 50 Employees
‍Is talent management only something for the "big guys"? This thesis is often put forward by small or medium-sized company companies. However, these companies - just like large corporations - face the challenge of recruiting the right employees, advertising AGG-compliant positions, and conducting goal-oriented employee interviews. A professional image is often particularly important for SMEs company, which often complain about a shortage of qualified applications employees. Because qualified specialists would like to be addressed professionally. This is also shown by the case study of the technology company Rimage Corporation, a company with less than 50 employees, which was faced with the challenge of searching for the proverbial "egg-laying mealy-mouths" search- i.e. talents with special skills. Using professional talent management software, company is now able to focus precisely on these interesting talents. Read the entire success story in the case study. download

‍Best Practice 3: Shaping the future of a service company with talent management Active
‍Service companies are fully dependent on motivated employees who are enthusiastic not only about their work but also about their employer. After all, Customers is ultimately best inspired by motivated employees. To keep it that way, company Carglass relies on professional talent management with a software solution. This was introduced on a modular basis in order to involve the employees in the Process as well. This means that talent management was not based on existing processes. Instead, best practices were used to jointly discuss how, for example, employee reviews can be designed to add value to the teams and to company . "Basically, with the help of our software, we are now implementing exactly what good HR work should do: Motivation, promotion, Development and retention of qualified employees. And in doing so, the focus is clearly on our corporate goal: service that inspires," says Marco Holzapfel, Head of Strategic Human Resources Management at Carglass. Read the entire success story in the case study.