Is everyone in the organisation a talent? I addressed this question deeply in the book and the thinking behind the difference, relative to the organisation. In the talent management context, we consider "talent"" from the viewpoint of what the core essence of the organisation is in relation to specific mission critical individuals whose value-add directly help the organisation to achieve its core essence. What could be more important than focussing on the attraction, selection, proper segmentation, development and retention of the top talent? Invariably, a "talent"" is that individual whose contributions directly help to achieve the core objective of the organisation or business either now or in the future (or both). Consequently, every proactive activity which is required or channelled towards improving the contributions or managing the risks relating to key organisational roles and individuals regarded as "talent" could be termed talent management. In simple term, "talent management" is a proactive risk mitigation process that is particularly related to the human capital and geared towards ensuring continuous sustainability of the business. Accordingly, the content of this book - "Talent Management Agenda in A Post COVID-19 World" - focuses on talent and succession management concepts and approaches to guide every professional, business leader and executive on how to deliver real business value by focusing on the talent. The guidelines and principles contained in the book cut across various businesses and sectors; large, small, private, public, family-owned, academia and non-governmental. The insights shared with practical case studies will help to broaden the understanding of everyone so as to be able to design and proffer the right solutions that fit for purpose regardless of the organisation that is involved.
Adebayo Akinloye is the Director, Global Talent Solutions and Principal Partner in ASA Talent and Succession Management Solutions. He specialises in all phases of strong internal talent bench strength and organisational development strategy-identifying employee development gaps, identifying talent-succession needs and goals, metrics, processes and tools, training and development to build internal capacity, creating talent-succession communication plans and materials for business leaders, facilitating talent review meetings, coaching others for performance, creating high potential and leadership development programmes, designing assessment and development centre, competency framework and performance management, and graduate development programme to meet specific organisational needs. As a global talent and succession management consultant, he leads the discussion, diagnosis, recommendation and delivery of solutions across the talent management value chain. With nearly two decades of HR practice and consulting experience, spanning the information technology, telecommunications, oil & gas, automotive, earth-moving equipment and heavy machineries, pharmaceutical and manufacturing sectors across Africa, he has established himself as a highly skilled professional of repute. An associate member of both CIPD, UK and CIPM, Nigeria. Akinloye is an accredited user of CEB-SHL, Saville Assessments, Cut-e and a host of global talent assessment and development tools. He has significant experience in the development and provisioning of assessment services while working with HR, Business Leaders and Industrial Psychologists in the area of individual assessment and development. He has worked at various management levels in multi-national, private and successful family-owned businesses including, May & Baker Nigeria Plc, MTN Nigeria and DAL Group of Companies, North Africa. A graduate of Management Sciences from the University of Jos, Nigeria, a diploma in HR Management from Cornell University, USA and a master's degree in International Human Resource Management from Cranfield School of Management, UK. He also holds a post-graduate diploma in "Psychology of Work" from University of Leicester, United Kingdom.
