HR Wins: Real Stories of Successful Talent Management Journeys

Posted July 06 2014

In a recent webinar titled HR Wins: Real Stories of Successful Talent Management Journeys, Laurie Ruettimann shares, based on her expertise and several case studies/success stores, how to create a talent management philosophy aligned with business objectives, get people on board and use talent management to support these goals.

 

Laurie outlines that a talent management philosophy is defined by 5 elements:
1) consequences of higher/lower employee performance 
2) impact of behaviors 
3) allocation of company resources and rewards across varying levels of performance and potential 
4) transparency of talent processes and outcomes
5) accountability of managers for talent development.  

 

Once a talent management philosophy is defined, it is critical to get senior team input & consensus, conduct a reality check to ensure ensure resources required and impacts are understood, and build the appropriate processes and communicate to employees.

 

She continues by sharing the key questions on the top of mind of your organization's board:
- Are we spending enough time on talent matters? 
- Is management working toward the right talent outcomes & metrics? What are the top talent-related levers that management is pulling to drive performance?
- Do our current committees agendas allow us to focus on the most important talent issues?
- Beyond leadership, which talent segments are most critical for success? Do we have the right talent for the next three to five years?
- How well are we doing on talent relative to competitors, and how are we differentiating our value proposition for talent?

 

There are five key lessons learned across three case studies/success stories shared:
A) Collaboration is key
B) Talent Management is a strategic imperative for all organizations of any size
C) Talent Management is bigger than HR
D) You don't need to recreate the wheel
E) People, processes and strategy should drive technology selection

 

Laurie outlines several key questions, thoughts and lessons for talent leaders to consider.  While topics like engagement, retention and 'skills gap' continue to flood talent management publications and blogs, many of the key questions the board and leadership are asking remain the same.  Without a clear talent strategy, collaborative talent management processes and a framework to assess current/desired talent, organizations will find it difficult to provide answers to these questions.

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