This article is based on our recent webinar, ‘4 Steps to Making Total Talent Management Part of Your Workforce Strategy.’ Here, we highlight the key stakeholders you should include to successfully roll out your total talent management plan.
So you’ve built a business case for your total talent management journey and have received the green light to get started. The next step to follow is to assemble the team that will help you bring your plan to fruition without major roadblocks or delays.
Choosing the right individuals across departments and having buy-in from key stakeholders will be a key success metric to your total talent workforce strategy. So, identifying the right parties early in the process and determining when their involvement will be needed for your progression will guarantee your plan gets executed effectively. After all, not involving a critical party right from the start could derail plans when things are close to completion.
To stay on track, here are seven considerations to keep in mind when building your dream team.
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1. Include Leaders From Each Labor Category
First and foremost, you’ll want to include the heads of each labor category within your organization. For most talent management programs, this means involving HR for your full-time employees and procurement for your contingent workforce.
You’ll need a strong alliance between both departments, but the true leader of this type of project will likely be your HR team.
2. Identify Your Executive Sponsors
Having the right executive sponsors will be an integral part of seeing your plan move along at every stage. So next, identify the executive sponsors within your company who will have the power to drive communications, change management, and ultimately, the adoption of the program throughout the organization.
Ultimately, choose an executive who will be a respected champion for your project.
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3. Check With Legal
Involving your legal department from the start will ensure you have your i’s dotted and t’s crossed. When combining systems, adding vendors, or swapping technologies, ensure that your legal team is onboard and well-versed in what you’re trying to accomplish. Be sure that you’re covered legally, so there are no surprises down the road.
4. Involve IT
Once you’ve checked with Legal, inform your IT department of your plans, changes, and implementation. This will help ensure you have the proper IT infrastructure in place and that any integration that’s needed is fully supported. As with any department, IT needs to allocate resources accordingly, and looping them in from the start will ensure a smooth transition to the new plan from a technology perspective.
5. Inform Recruiters
Surprising the recruiters that supply your top talent with unexpected or unknown changes to your talent management strategy is a definitive no-no. Make sure to keep both your permanent and temporary staffing vendors well informed about any changes that may impact them personally.
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6. Communicate With Program Managers
Just like with your recruiters, keeping your program managers informed, whether you’re managing in-house or through an MSP/RPO scenario, is also a must. Keep your front line in the know to ensure a successful rollout.
7. Get the Green Light From Finance
Got the budget in place to carry out your plan? Check! Feeling confident from a financial perspective? Great! However, implementations can easily get derailed when a company’s financial department hasn’t been properly briefed. The result is that your project might halt or restart altogether when processes, such as getting the green light from your financial department, are missed.
It may seem daunting to get members from different departments involved. Still, as with any project, these professionals will likely come in and out as needed, except for your lead HR representative and procurement contacts. Get the right people from the start and you’ll experience a more seamless implementation and your colleagues will thank you for looping them in at the right time!