Talent management and mapping are becoming increasingly important in the GCC. The growth of traditional sectors like energy have revealed severe talent shortages in the managerial levels. Furthermore, as countries in the GCC seek to develop non-energy industries such as finance in an attempt to decrease the dependency on the oil sector, the demand for talent mapping is unprecedented.
While most organisations fiercely incorporate talent acquisition and management to ensure their advancement, talent mapping remains relatively obscure. Even though talent mapping has not been formally standardised, exploring the essence of the practice might prove beneficial to multiple establishments as they respond to the ever increasing demand for talent.
Defining Talent Mapping
Talent mapping in a nutshell, can be easily defined as the strategic identification of available talent within a given market. Intrinsically, talent mapping is used to identify groups of potential employees for specific roles within an organisation. Typically, talent mapping charts every individual within a company based on their skills and competencies rather than merely mapping employees’ talents, the process is drawn upon to analyse the potential of employees by extrapolating their ability to add value to the business on both current as well as future basis.
The Benefits of Talent Mapping
While most companies and businesses don’t have problems addressing immediate vacancies, talent mapping enables companies to establish a recruiting strategy by enabling companies to create a talent pool or pipeline for future recruitment, talent mapping unveils all potential candidates within a given market.
As an added bonus, charted talent maps shorten hire times and simultaneously empower companies by helping them progressively build an arsenal of talent over time. Ultimately a company with a diverse talent pool is less likely to pass on lucrative opportunities.
Other Considerations for Talent Mapping
Despite the benefits that are associated with talent mapping, there are a range of considerations that need to be accounted for by recruiters and talent managers. Initially, companies need to reconcile their talent requirements with their strategy. As external environments force companies to adapt internally, talent requirements need to be readdressed.
For companies to target and acquire prospect candidates, it is crucial for them to be able to initially attract talented candidates. Proper branding and positioning is crucial for companies to target prospective employees and to ultimately convince candidates to work for them. While financial prospects (such as salaries, benefits and compensation plans) play a major role in attracting candidates, factors such as career advancement and healthy professional environments are held in high regard by candidates.
The process of talent mapping should eventually lead to talent acquisition, companies should proactively acquire talent as part of a gruelling process. The type of talent required as well as the contact information of potential candidates that match suitable profiles should be tracked, nevertheless companies should avoid pursuing candidates that they cannot afford or casting aside talented candidates for their lack of experience.
As important as talent mapping and acquisition is for companies to stay ahead, it is absolutely paramount to ensure that talented recruits are given enough reason to stay and grow with the company.
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