The need for talented people in the right jobs in any modern business organization can be summed up in a simple way: no talent, no numbers. Talent is a leading indicator of whether the business is headed up or down. Smart leaders put people before numbers, because it is talent, in the end, that delivers the numbers necessary to keep a business strong and healthy. No business organization is able to secure a reputable position without delivering peak performance and acceptable returns on investment.
Some questions that need truthful answers from every HR professional are:
Why talent is the only competency that endures when financial results, market share, brand and legacy have half-lives?
How world-class organizations find and nurture talent?
Why intimacy with your talent and a repetitive rhythm of reviews are the foundation for creating a steady, self-renewing stream of leaders for all levels of the organization?
How to pinpoint and build an individual's leadership strengths?
What are the guidelines for assessing and improving your organization’s talent mastery capabilities?
"What knowledge and abilities are necessary for HR professionals and leaders to achieve high performance?"
There is only one reasonable answer for this and that is TALENT.
Ability to Lead
Efficiency and Effectiveness
in general is the recording of a person's behavior and analyzing psychological characteristics in order to predict or assess their ability in a certain sphere or to identify a particular group of people.
HR profiling can be used in -
1. Recruitment and Selection - To point out the required behavior to accomplish the job and match those with candidate's profile. Example - Psychometric Test.
2. Performance Management - To check/control the real performance in accordance with organization's objective.
3. Competency Mapping /Skill Gap Analysis - To judge the current level of employee.
4. Training and Development - HR profiling provides inputs in designing the T&D.
5. Succession Planning. - Prepare future leadership.
It has been argued that different bundles or configurations of human resource practices can improve innovation performance, but there is little empirically-based research that provides details of the practices utilized by different types of innovative firms. It is important to identify how different types of firms vary their HR practices to build organization-specific innovation capabilities.