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Morphing Talent Management into Talent Edge!

Part 2 - The Metamorphosis

By Henry Kwok

Part 2 - metamorphosis

In the previous article, I have discussed what is talent edge and the need to morph talent management into talent edge. Now, I shall discuss the steps in doing so.



There are five basic steps which will form the basic building blocks for creating the strategic Talent Edge.

Each step will have a set of guiding questions.

  1. Try to look strategically into the future. How will things change in the future? How will these change impact on the ways we are doing things now?

  2. Take a long-term view to design the company you want. What do you want the company to become? What are the vision and mission it must achieve?

  3. Articulate what the company will be like. How do you visualise your company? How would you articulate the company using SMART measures?

  4. Take a look in the rear mirror to see where the company is right now. What are its strength and weaknesses relative to the threats and opportunities that lie ahead? There is no point in assessing its SWOT in the present-day context. One axiom that is relevant here is: ‘Today will become yesterday when tomorrow arrives!' You must meet this challenge; otherwise your company will constantly have to scrabble to catch up with tomorrow.

  5. Think of how to make the transition from where the company is now to where it wants to be. How do you minimise or remove threats and maximise opportunities? How would you shape the future of the company? What are your strategies and action plans?



There are three phases in Strategic HR Management. They are:

  1. To develop strategic plans and documents for talent management (plan-to-plan);

  2. To ensure their successful implementation and change (plan-to implement); and
  3. To build and sustain high performance (plan-to-sustain).


The goal for the plan-to-plan is obviously to prepare a roadmap for the development of a future talent pool within the context of the cultural distinctiveness of the organisation. Talent groomed in-house often provides better culture fit and consistency. Where most strategic plans flounder is in the implementation because they fail to get everyone to act together. The goal for plan-to implement is to put in place the right processes and structures so that the activities among the various resources can effectively leverage one another to achieve the corporate goals. This web of relationships can provide the cultural ‘social glue' to bond together the staff in their seemingly disparate actions.

The goal for plan-to-sustain is to ensure that high performance is delivered consistently, year after year. This calls for quarterly review of action plans and yearly reviews of strategies so that corrective actions can be made promptly.



This focus to groom in-house personnel to meet talent needs has several benefits. Besides the promise of a better culture fit among the staff, it can take the pressure of recruiting the ‘right' candidates in a tight job market. The organisation also has the opportunity to mould their personnel with talents that are uniquely and distinctively theirs.


Henry Kwok is a business developer and entrepreneur. He is a Global Partner with Haines Centre for Strategic Management for the Asia-Pacific Region, based in Singapore. The objective of his consultancy business is to help organisations, both private and public, to be more strategic and to achieve excellence consistently by sharing the experiences he has acquired over the years.