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Include | critical capabilities, role coverage, development paths, retention risk | Talent management allocates scarce capability Exclude | generic training catalog, headcount plan alone, annual review theater | They do not show whether strategy-critical capability is improving Define explicitly | critical role, readiness level, movement rule, retention trigger | Talent decisions need a shared capability language", "items": [ "Include | critical capabilities, role coverage, development paths, retention risk | Talent management allocates scarce capability", "Exclude | generic training catalog, headcount plan alone, annual review theater | They do not show whether strategy-critical capability is improving", "Define explicitly | critical role, readiness level, movement rule, retention trigger | Talent decisions need a shared capability language" ] }, "usage": [ { "key": "meaning", "title": "意味", "text": "Talent Management is a practical concept for improving operating, risk, and organization decisions. It makes critical role coverage, capability gap, succession depth, retention risk, performance distribution, and learning velocity visible under shared assumptions so teams can decide where to hire, develop, redeploy, retain, or exit capability. Without clear talent management boundaries, owners, and review cadence, teams can improve one local view while moving talent management pressure elsewhere.", "items": [] }, { "key": "usage", "title": "役立つ場面", "text": "Talent Management changes decisions by turning critical role coverage, capability gap, succession depth, retention risk, performance distribution, and learning velocity into evidence for where scarce capacity and budget should go. It sets boundaries so improvement, control, resilience, and customer impact can be weighed in the same review. It makes where to hire, develop, redeploy, retain, or exit capability operational by naming owners, triggers, and review cadence instead of leaving the concept as a discussion point.", "items": [ "Talent Management changes decisions by turning critical role coverage, capability gap, succession depth, retention risk, performance distribution, and learning velocity into evidence for where scarce capacity and budget should go.", "It sets boundaries so improvement, control, resilience, and customer impact can be weighed in the same review.", "It makes where to hire, develop, redeploy, retain, or exit capability operational by naming owners, triggers, and review cadence instead of leaving the concept as a discussion point." ] }, { "key": "usage", "title": "使い方のポイント", "text": null, "items": [ "Start from strategic capabilities, not generic headcount.", "Name critical roles and the risk of not filling them.", "Connect performance, potential, learning, and retention data.", "Review whether talent systems reinforce the culture and org design needed.", "In every Talent Management review, record the customer impact, risk tradeoff, accountable owner, and next review date alongside the metric movement." ] }, { "key": "drivers", "title": "何が数字を動かすか", "text": "Breaking the topic into drivers shows which operating action is likely to move the result. 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Capability gap | Missing capability slows strategy execution | Map gaps to strategic bets, not generic skills Succession depth | Thin pipelines create continuity risk | Review readiness for critical roles Retention risk | Loss of scarce capability can break plans | Combine engagement, market pull, and manager signals Capability gap | Missing capability slows strategy execution | Map gaps to strategic bets, not generic skills Succession depth | Thin pipelines create continuity risk | Review readiness for critical roles Retention risk | Loss of scarce capability can break plans | Combine engagement, market pull, and manager signals", "source_refs": [ "concept:business-concept-0225:en-US", "concept:business-concept-0225:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch4-2026-04-28" ], "content_hash": "1ad22f433f1d95f959b9165243163e869324f00a6db99c38f0456a4dcc783705" }, { "chunk_id": "core:chunk:talent-management:en-US:misunderstandings:f375f5638a0d0029", "section_key": "misunderstandings", "heading": "よくある誤解 / 落とし穴", "text": "Talent management is not just HR process; it is capability allocation for strategy. 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Strategic capability and critical roles, not generic employee count.", "source_refs": [ "concept:business-concept-0225:en-US", "concept:business-concept-0225:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch4-2026-04-28" ], "content_hash": "9db9cd636481c9c9dcf4e6a2f871f74d86ca4b0cb9fd6e9fb7a750937c143f3d" }, { "chunk_id": "core:chunk:talent-management:en-US:faq:60a5f331bac10bd9", "section_key": "faq", "heading": "How is it measured?", "text": "How is it measured? Use critical role coverage, readiness, learning velocity, retention risk, and capability gap closure.", "source_refs": [ "concept:business-concept-0225:en-US", "concept:business-concept-0225:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch4-2026-04-28" ], "content_hash": "60a5f331bac10bd9117f29f464aa119a37b4a4b85b33f7edfc8b6c4f1267b531" }, { "chunk_id": "core:chunk:talent-management:en-US:faq:8fe5c2a915134252", "section_key": "faq", "heading": "Who owns it?", "text": "Who owns it? 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