To create a competitive advantage, the more successful employers are turning to work force segmentation as a solution for talent management, but there is still much room for growth. While work force segmentation is becoming more popular, few employers practice this, and there is a limited understanding of how the many jobs in an organization contribute to overall business success in their own ways. Most employers instead practice one overall talent management approach, but this is not the most effective way to produce results, says Ravin Jesuthasan, global leader of talent management at Towers Watson, a consulting firm in New York City.

Much of work force segmentation is connected to driving growth and innovation; thus, it centers on identifying what attracts the right talent, Jesuthasan says. An employer doesn't necessarily need to be attractive to every talent pool out there. Rather, an employer should focus on attracting the talent pools that drive organizational growth and innovation.

For instance, a pharmaceutical company must understand how to attract research and development scientists if it is to grow. Other job functions, such as administrative positions, do not play nearly as large roles in promoting growth and innovation for that particular company.

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