Talent Management Balanced Scorecard Model. A Service Company Case Study

Although it is common for senior management to state that employees are the company's most valuable asset, it is not so evident for the talent management department to receive equivalent attention compared with the other corporate areas such as finance, production, or commerce; therefore, HR needs to demonstrate the importance of achieving better talent management towards senior management than the rest of departments. The objective of this work is to develop a Talent Management Balanced Scorecard Proposal (CMGT), which reports cause-and -effect relationships that occur in this area of responsibility; that is, from the perception that employees have of the people management policies applied by the company, to their final consequences (occupational health, business performance, and customer satisfaction) derived from a greater organizational commitment. To this end, after making an introduction on the need for measuring talent management, and to integrate the concepts of Labour Climate (CL) and Organizational Commitment (CO), it is presented the theoretical model; hereafter, it is concreted in an empirical service company case study. The results allow us to state the congruence and suitability of the proposed model. Finally, we conclude on the need to budget CL and CO indicators, meaning that the HR department continuous improvement process is not restricted to monitor effect indicators (absenteeism, turnover...) neither economic budget indicators.