Talent Management sounds great in theory but is actually very challenging to put into practice. In this blog we discuss the top 5 Talent Management dilemmas that face our organisations and how to address each of them.
Let us discuss each of these in turn:
One CEO that we work with hates the term ‘Talent Management’ with a passion. He is adamant that he would rather have 90% of the organisation focused on delivering their best rather than 10% being identified as ‘Talent’ and being seen to be given special treatment.
He would agree with the view put forward by Marcus Buckingham and Curt Coffman authors of bestselling leadership book “Now discover your strengths” which takes the view that everyone has talents that should be utitlised in the work place. This article “How great managers define talent” explains this in simple terms. Our view? We tend to agree that everyone has talents and we need great managers to identify and use them to maximise their performance and potential – basically good performance management will develop and retain great talent.
This really can be a problem if you are talking about small talent pools where only certain people get access; also with succession planning if the manager chooses ‘talent’ in their own likeness. Key to getting the best out of people is the skill of managers and they need to be developed to be objective about performance and talent assessment. The irony here is that the effectiveness of your people managers will directly correlate with the engagement and performance of all your people. Yet, how many businesses are interested in identifying talented people managers rather than technical specialists?
We think this is a costly error for too many businesses. Some people are brilliant at presenting themselves well at interview and may even be fabulous performers in another business but it doesn’t necessarily mean that they will perform within your organisation – again a dependence on quality line managers. With homegrown ‘talent’ you know people’s foibles and they will be far more loyal than those brought in to change the world. The challenge for the homegrown is overcoming preconceptions within the business if they appear to change the status quo or jump management hierarchies. However, we would argue that if they are true talent, they can deal with this. Watch out businesses if you write people off internally – homegrown talent is more cost effective, lower risk and motivational to others.
We don’t like this view taken of talent (perhaps because HR & L&D are rarely identified as being business critical roles) that need to have a TM strategy. That said, we believe that many supporting roles are invaluable and while specialist skills may need to have a certain focus due to scarcity – we are not keen on the idea that other individuals in other business areas are somehow seen as dispensible and not relevant in a TM strategy
We do think there is a very real risk of talent pools raising expectations that are then dashed if the organisation cannot provide the individual with the career aspirations they believe they were promised. With Gen Y and Millenials – they are keen for feedback and swift movement and need careful management to understand that they need to contribute and perform in order to achieve this. Equally, roles need to arise for them to be able to progress. Examples of individuals within these groups becoming impatient and voting with their feet is high enough in typical graduate schemes – putting them on a talent pedestal can be counterproductive we think.
For more on the topic of talent management, take a look at our free white paper or get in touch below.