Applying HR analytics to talent management

Abstract

Purpose The purpose of this paper is to summarise the different areas of talent management and how HR metrics and analytics can be harnessed to make those areas more effective. Design/methodology/approach The paper first discusses the different definitions of “talent”. It then takes three areas for the application of metrics and analytics – data about individuals, the effectiveness and efficiency of talent processes and the extent of the supporting culture. Findings The definition of talent should not be confined to senior leadership only, nor be fully inclusive of every employee, but organisations need to define those individuals and groups where some specific attention will benefit the organisation; it is as important to understand the potential of all employees as it is to assess their performance; metrics should be chosen for all talent processes and related to business KPIs where possible. Practical implications This is a practical paper giving guidance to talent managers in organisations on how to apply and utilise people analytics. Originality/value This paper is based mostly on the writing, models and experience of the author.