Business Intelligence: An Essential Tool in the Identification of Organizational Internal Talent - New Contributions in Information Systems and Technologies - page 93

Table 1. Participants, Players and Processes in Business Intelligence and Internal Talent
management coupling

Participants , Playe rs and Proce s s e s in Bus ine s s Inte llige nt and inte rnal Tale nt manage me nt coupling

Data Inputs
participants

Top Management +
HRM + IT' s

Top Management +
HRM + IT' s

HRM + Manag e r s
+ IT's

HRM + IT' s Manag e r s + IT' s HRM + IT' s

Talent Macro-
Indicators

Measurement
Dimensions

Performance
Apprais al

Job Design Context indicators Talent demons trations

Imme d ia c y
Uniqueness
Demand
Strategic impact
Organizational survival
Learn in g ag ility
Motivation
Cu rio s ity
Vi s i o n
Determination
Social involvement
Co n s is t e n cy
Significance
Tas k crafting
Relational crafting

Aligment between
organizational expectations and
employee results

Key Positions

Funtional Goals
+
Functional Skills
+
Organizational
competences

Match between the
proficiency of inputs
in Job Design and
the outupts measure
in the analyzed
dimensions

In the Skills and/or Goals
dimensions, the proficiency
measured is above of the
expected

Competence
x
Co mmit me n t
x
Contribution

High Potencials
(Inputs)

High Performers
(Outputs)

The funtional goals are often
above the proficiency defined

By itself, employee give the
extra-mile through positive
behaviors, not expected and
defined by the organization

Positive Crafter
behaviors

Co g n it iv e craft in g

Outputs
information
pl aye r s

HRM + Manag e r s
+ Employees

HRM + Manag ers +
Empl oy e e s

HRM + Man ag e r s +
Employees

HRM + Manag e r s
+ Employees

HRM + Manag e r s +
Empl oy e e s

HRM + Manag e r s

5 Conclusion

This paper purpose is mainly to introduce indicators that enable organizations to
identify their internal Talent, contributing to its policies, processes and systematic
identification practices that are crucial to leverage organizational performance in a
way that they contribute positively, differentiated, enhancing the competitive
advantage of the Organization.
Consequently, the major challenge is to develop appropriate HR policies to ensure
the strategic positioning of the organizations which will result in the identification of
its internal Talent, with a view to optimize the detained human capital, to the
achievement of strategic organizational intent [1], assuming his categorization
according to their organizational value.
In order to this process become more effective, guided by trust, credibility,
standardization and leveraging its quality, using technology available, this paper
questions the relevance of data input and subsequent analysis and processing,
producing essential information in terms of management, not only of people and/or
teams, but also organizational processes, including the HR one's. This is the most
valuable asset at the crossroads of Talent Management with Business Intelligence
system.
Therefore, this paper brings a new perspective on the identification of internal
organizational Talent, in a pragmatic way, coupling HR processes with Business
Intelligence systems, through the use of important data inputs and the information
outputs that allows to be more proficient in that task.