Evaluating the Talent Management Technology Stack

Current State

An effective and comprehensive approach to talent management involves leveraging technology to make talent management more personalized, contextualized, accessible and efficient. While you may not need specific point solutions to manage various Talent Management processes, your current technologies must be able to integrate everything required to track talent data.

Recent Brandon Hall Group™ study data indicates a stabilizing of the talent and HR Technology Stack, which represents significant progress in the past few years. However, remaining diligent to ensure technology continues to meet all of your needs is critical.


One of the greatest complexities in trying to maintain an effective talent management technology ecosystem is the fact that talent management touches nearly every HR practice area in some way. For example, effective succession planning requires consideration of skills and competencies, compensation history, performance history and talent acquisition and recruitment needs.


Talent management technology can also be significantly impacted by the rapid rise of AI-powered solutions. When asked, 44% of organizations identified Talent Management as an area they are planning to leverage AI capabilities in 2024. (Source: 2024 HCM Outlook Study).

In fact

6 out of 10 possible areas of investment for Talent Management can be enhanced or improved through the application of GeanAI or Machine Learning capabilities.

Critical Question

Does our talent management technology integrate with our existing systems and processes, and does it provide a seamless, end-to-end experience for employees, managers and HR professionals?

Brandon Hall GroupPOV

Here are three high-level approaches to ensuring talent management technology meets current and future business needs.

Get Familiar with AI, Machine Learning and Emerging Technologies

Too many organizations are not curious enough about the advanced technologies that can help them hire, develop and retain the top talent they need to thrive. Budget constraints don’t prohibit talent leaders from getting educated so they can make a compelling business case when the time arises.

Here are some high-value questions to help you gain the knowledge and understanding you need:

  1. What are our ultimate business goals?
  2. Where can technology help us to move talent management at the speed of business?
  3. How can automating talent (and other HR) processes save time and money?
  4. What should we do to position our technologies to support the future of work?
  5. How can improving our technology ecosystem improve our employees’ experiences?
  6. How can technology enabled advanced analytics empower us to make better people decisions?

Create a Cycle of  Continuous Evaluation

Working with your partners in HR Operations, IT and Procurement, make sure every talent management system or tool is on a cycle of continual evaluation. You want to be clear that the technology is meeting the current and immediate needs of the business. You also want to know what is happening with advances in relevant technologies so you can make recommendations for upgrades or replacements when needed.

Building strong partnerships with your vendors will assist this process greatly.

Make the Business Case for TM Technology

Using the approaches above, you will be in position to make the business case for improved technology to drive talent strategies and processes. By acquiring platform vision, prioritizing technology needs, building a strategy and building relationships and sponsors across the business — combined with the urgency for developing and retaining top talent — you should be able to make a strong business case to get the technology you need to thrive.

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Matt Pittman



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Matt Pittman

Matt Pittman brings nearly 30 years of experience developing people and teams in a variety of settings and organizations. As an HR Practitioner, he has sat in nearly every seat including Learning and Leadership Development, Talent Management and Succession Planning, Talent Acquisition and as a Human Resources Business Partner. A significant part of those roles involved building out functions in organizations and driving large scale change efforts. As a Principal Analyst, Matt leverages this in-depth experience and expertise to provide clients and providers with breakthrough insights and ideas to drive their business forward.

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