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To Build, Buy, or Trade

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To Build, Buy, or Trade
Talent: That Is the
Question Behind Talent
Management
By Dr. John Sullivan and Master Burnett
COPYRIGHT © 2007-2008 LINKAGE. ALL RIGHTS RESERVED. 2
All around the globe, the transformation of traditional staffing into talent management is happening among leading organizations. Like many evolutionary changes, this one got off to a slow start, but it is picking up momentum exponentially.
Driving this transformation is the realization by senior leadership that talent — as much as, if not more than, technology — is the driver capable of increasing or limiting the capability or capacity of the organization. Supported by the select few human resource professionals who
"get it" and a host of talent imported from other functions, these organizations are going where none have gone before, establishing new practices that demonstrate talent management is as much a science as any other management discipline.
Capability and Capacity Planning
At the core of this transformation is the application of a science known as capability and capacity planning (CCP), long used in other areas of the business, to the macro-level talent pool that makes up the organization.
Capability and capacity planning from the talent management perspective is all about balancing the "load" of labor needed by an organization to meet or exceed its strategic objectives with the optimal mix of "resources" capable of doing so. CCP is in use throughout most organizations and can be easily identified in the IT function, where CCP looks at the demand for network bandwidth that will be placed on the network infrastructure (often referred to as network load) and the mix of hardware components that have the capability (features) and capacity to meet the forecasted demands. If you ask around, you will probably find CCP at play in every function of your organization in

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