CorpComms Magazine

Four out of five employees feel more engaged at work after completing a talent management programme, according to new study by the Chartered Institute of Personnel and Development, 'The Talent Perspective: What Does It Feel Like To Be Talent Managed?'

Those who had achieved an executive level within their organisation were even more assured of the benefits of these schemes, with 86 per cent confirming that the programme they took part in had a positive impact on their engagement with the firm.

However, there is very little difference between participants' and non-participants' levels of pride in their organisation. Ninety-six per cent of those engaged in talent programmes said they were proud to work for their organisation, compared to 94 per cent of non-members.

There is also a lack a clarity with regard to the purpose of the schemes, with participants split straight down the middle on whether they feel talent management programmes are more focused on helping them perform better in their current role or preparing them for a future role within the organisation.

Where the schemes may be proving their mettle is in employee retention, with 78 per cent of those in talent pools confident they had a future with the company compared to 67 per cent of those who had been overlooked for the schemes. They also galvanise staff to fulfil their potential within the company, with an overwhelming 94 per cent of respondents insisting that the schemes would help them develop their competence or leadership capability.

One participant noted the schemes offered a sense of reward and acknowledgement when finances were tight. 'As is the case in most organisations there have been no pay rises recently and the talent pool has been instrumental in showing people they are valued and invested in.'

The most common benefits identified by members of the schemes were developing both networks and new skills, whilst a quarter of respondents felt they had experienced a higher level of productivity as a consequence of their involvement in a talent programme.

Participants were clearly focused on preparing for their future with the most valued opportunities presented by the talent pools being coaching, extra formal training and feedback sessions.

These schemes tended to register the highest levels of employee engagement and development when members identified a strong HR role in masterminding talent management activity and support for the schemes at an executive level.

Claire McCartney, resourcing and talent planning adviser at the CIPD, said: 'It's encouraging to see that leadership support and sponsorship of talent initiatives was found to be strong across all the organisations. Support across divisions and between line managers, however, is inconsistent, which could compromise the effectiveness of programmes.

'HR also needs to actively support peer groups represented on the talent programmes - often the highest performing employees across the business - to continue to meet and network beyond the programme. This will help organisations get the most out of groups that have participated in talent programmes, harnessing their energy and creativity for business success.'

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