Editing the job architecture for Talent Management

The talent management specialist edits the job catalog with functional areas, job families, jobs, and positions.

For more information, see Job Architecture for Talent Management.

Displaying and editing information on talents

The talent management specialist has the option of creating, displaying, comparing, and changing employee data that is relevant to Talent Management.

For more information, see Talent Profile for Managers and Talent Management Specialists and Side-By-Side Comparison.

Planning, preparing, and conducting talent review meetings

The talent management specialist organizes talent review meetings and agrees with the participating managers on the date and scope of the discussion. The talent management specialist is responsible for ensuring that all necessary information and handouts are available for a talent review meeting and coordinates the flow of information between the participants. While conducting a talent review meeting, the talent management specialist moderates the discussion and takes minutes, and subsequently performs the required follow-up such as assigning the talents to talent groups, for example.

For more information, see Planning and Preparation of Talent Review Meetings and Conducting Talent Review Meetings.

Creating and editing talent groups

The talent management specialist creates talent groups such as a High Potentials talent group, for example, and manages these talent groups. The talent management specialist is also responsible for assigning talents to talent groups after a talent review meeting by confirming or rejecting nominations.

For more information, see Talent Group.

Creating and editing development plans for talents

In agreement with the responsible managers, the talent management specialist creates individual development plans for employees. The managers can then edit these development plans further.

For more information, see Talent Development.

Succession Planning

The talent management specialist ensures that the important positions can be identified and if these positions are to become vacant that they can be filled quickly and adequately. For example, he or she can indicate positions as key positions and thus relevant for Succession Planning, and assign employees as possible successors. He or she can also form successor pools or talent pools for job families by classifying employees as potentially suitable for staffing the jobs of particular job families.

For more information, see Organizational Bases of Succession Planning and Succession Planning.

Creating corporate goals and core values and cascading them for the talents

The talent management specialist can cascade the corporate goals and core values for employees in such a way that they are transferred to the employee documents from the Performance Management area.

For more information, see Creation and Cascading of Corporate Goals and Core Values.

Evaluating the Talent Management activities

The talent management specialist can analyze and evaluate activities and processes relevant to Talent Management, for example, Succession Planning, the development and education of talents, or their compensation. To do so, he or she uses queries from SAP NetWeaver Business Warehouse, for example.

For more information, see Reports in Talent Management.