ABSTRACT
This chapter explores how to create a clear and transparent definition of talent that is intrinsically linked to the business strategy. It will also examine the different ways that talent can be defined, and guide the reader through the various frameworks for thinking about performance and potential. There are three general talent responses. The first group of strategic talent is those whose work positively impacts on sales or the decisions customers make to purchase the organisation's innovative new products or must have service offer. The second, distinct group of strategic talent, is those whose role can save costs directly, or indirectly. So, many purchasing department roles where the buyer's decision, or their negotiation skills, can influence the costs incurred by an organisation. Third, is any role that can create strong relationships with specific customers, and provide personalised or bespoke solutions.
