Caribbean Views: Lessons on Strategic Talent Management from Politics
Businesses can learn a few lessons on Strategic Talent Management from Politics. As I sit here reflecting on the outcome of the recent elections in Jamaica held on Thursday, September 3, 2020 I cannot help but think about my research on talent management (TM). I recall the recent history of the Jamaica Labour Party (JLP) and marvel at the organization’s ability to rise in similar fashion to the phoenix as it is convincingly re-elected to serve as the Government of Jamaica for a second consecutive term. Political commentators attribute the win to varying factors. However, one factor that I believe must be discussed is the strategic approach to talent management. Is it possible that the JLP is now reaping the rewards of the investment in talent over the past few years, particularly through its youth arm, ‘Generation 2000’ (G2K)? If you don’t believe that strategic talent management is important, I dare you to check the JLP.
What is Strategic Talent Management?
Strategic talent management is defined as “activities and processes that involve the systematic identification of key positions which differentially contribute to the organization’s sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organization” (Collings and Mellahi 2009, p.4). In other words, strategic TM speaks to identifying the key positions in the organization, developing talent pools of high performers and high potentials to fill these roles, and the hr architecture (systems) to fill the roles with competent incumbents who are committed to the organization. From observation it appears that the JLP has developed a talent pool of high potential and high performing individuals in the G2K primarily to fill key positions in the party such as Ministers of Government, Ministers of Parliament and strategists. This has been used in conjunction with practices that build motivation, commitment and a long-term psychological contract contributing to positive outcomes for the individual and the organization.
The Theoretical Model of Strategic Talent Management
In assessing the definition of strategic talent management and analyzing the theoretical model of strategic talent management it gives the impression that the JLP wittingly or unwittingly has used some of these strategies to attain sustainable competitive advantage through its human resources which has contributed positively to the sustained performance. It will be useful to delve into the theoretical model of strategic talent management displayed in figure 1 to explain the role talent management potentially played in the success of the JLP in the recent elections where it won 49 seats to the People’s National Party (PNP) 14 seats. I will also identify key lessons for business from this analysis.
Fig.1. Strategic Talent Management Model (Collings and Mellahi 2009)
Differentiated Human Resource Structure
The differentiated HR structure suggests that all workers are not the same based on the uniqueness of an employee’s skill and the value of their contribution to the organization. As a result, individuals identified as being unique and valued performers should be supported through a differentiated HR architecture (Leepak and Snell 1999; 2000). The creation of a differentiated HR structure influenced some of the elements of this model which will now be discussed.
1. Identifying Pivotal Positions
According to Collings and Mellahi (2009), identifying pivotal positions should be the first stage in identifying any strategic management system. A pivotal position is one that has the potential to differentially impact on sustainable competitive advantage. Within the political party, a few pivotal positions include: Local Government Councillors, Cabinet Ministers, Ministers of Parliament (MPs) and Senators. Identifying the pivotal positions within the organization will help to guide the talent management activities.
Lesson for Business: Review the organizational structure to identify the pivotal positions in your business. Where applicable, conduct a job analysis on these roles and examine the alignment with the strategic intent of the business.
2. Developing a Talent Pool
The term talent pool refers to the pool of high potential and high performing incumbents that the organisation can draw upon to fill pivotal talent positions. Developing a talent pool with high performing and high potential individuals is the key to ensure that pivotal positions are filled with persons with the requisite skills, knowledge and ability to add value to the organization through their performance.
The JLP has been developing its talent pool primarily through the youth arm G2K. In fact this recruitment would have started at the university level allowing the organization to identify, acquire and mould individuals identified as having potential or those with a high level of performance into the leaders we see today. Some of these leaders would have received guidance from the JLP whilst holding leadership positions at the university level prior to transitioning into leadership of the G2K. Members of the G2K which have transitioned into pivotal positions within the party include Past Presidents Christopher Tufton (Senator, Minister of Parliament, Minister of Agriculture, Minister of Health) , Floyd Green (Minister of Parliament, Minister of State in the Ministry of Education and Minister of Agriculture) and Matthew Samuda (Senator). These individuals have transitioned into varying roles throughout their tenure in the party and this list of success stories is not exhaustive. There is evidence even now of the pool continuing to be developed based on the choices made for State Ministers in this new cabinet. This is commendable as it ensures that the talent pool is developed ahead of the curve versus at the point when key positions become vacant.
Lesson for Business: Evaluate your recruitment and selection approaches. Scan your internal and external labour markets for individuals with demonstrated high performance and high potential to include in your talent pools. Developing individuals ahead of the curve will prove beneficial to the individual and the organization when key positions become available.
Outcomes
The JLP won the last General Election which is the manifestation of success for a political party. By ensuring there was a fit between the individuals selected for these key roles and the job, the party benefited not only from persons who would be deemed as high performing and high potential but who are engaged. In addition, due to the strategic actions of the party, especially as it pertains to the youth arm, it was able to mentor and allow the development of key competencies which would facilitate success once individuals were promoted to pivotal positions. This level of engagement would influence the level of work motivation, organizational commitment and extra-role behaviour within the organization once persons were promoted to pivotal positions thus contributing to the organization’s performance.
Lesson for Business: Ensure that HR practices are appropriate to the context of the organization and builds on the commitment and development of those in the talent pool. This will contribute positively to both the individual and the organization once they are promoted into pivotal positions.
Conclusion
There are lessons that businesses can learn from politics. One thing remains clear, irrespective of whether you operate a small business, medium sized business or even a political organization your approach to managing your human resources is not something to be taken for granted. If strategic talent management is implemented it can contribute positively to firm performance.
Reference
Collings, D.G. and Kamel Mellahi. 2009. “Strategic Talent Management: A review and research agenda”. Human Resource Management Review, 19(4): 304–313.
Lepak, David P., and Scott A. Snell. 2002. “Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations” Journal of Management, 28: 517–543.
Lepak, David P., and Scott A. Snell. 1999. “The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development.” The Academy of Management Review 24 (1): 31–48.
