RECRUITING, TRAINING, COACHING, CAREER PLANNING

The recruiting game has changed dramatically. It is no longer about selecting the best person from a long list of candidates; it’s about going out and finding great candidates. There are four key people strategy functions involved in getting the right people in the right jobs at the right time.

􀂾 Identifying and Managing Talent
􀂾 Training and Development
􀂾 Coaching and Evaluation
􀂾 Career Planning

IDENTIFYING AND MANAGING TALENT
Having a reputation as a desirable place to work helps organization to attract and retain top people. Having a reputation for knowing how to attract talent is the goal of effective talent management. Succession planning is the end goal of effective talent management. One of the aims of a talent management program is to create talent pools that feed particular jobs classifications, focusing on individuals’ skills, competencies, and behaviors that make those jobs and employees successful in the future.
One CEO was heard to say, “ If I want to find a global leader, I look for a kid who backpacked around Europe in his 20’s, not necessarily the one who went from his B.A. to an internship at IBM.”

Looking for talent in unexpected places should be standard practice for those in the business of recruiting talent. The business unit’s and its managers should be held accountable for developing its talent management strategies, with the support of human resources. Adopting the following high level approaches below when thinking about talent are a good beginning point:
􀂾 Find and provide resources to get the job done.
􀂾 Figure out what resources are essential to your team’s success.
􀂾 Demonstrate creativity and persistence in acquiring them.
􀂾 Look for talent in unexpected places.
􀂾 What kinds of questions do we fail to ask that would provide a better assessment of the candidates’ suitability for the position?
􀂾 Develop alternative channels for advancement.4
􀂾 Design and deliver training programs. Evaluate their effectiveness a make adjustments as needed.
􀂾 Reinforce training and targeted mentoring and coaching

BUILD TALENT
Once the talent has been acquired, it is equally critical to build that talent. People are the key to the organizations present and future success. It is to the organizations advantage to know the talent in the organization, know what needs to be done to help each person develop, and understand the priority of developing particular talent, so that business goals can be met. Successful managers know what’s important to their people and keep and eye on emerging issues. Consider below some alternative ideas for developing a talent model.
􀂾 Pursue and attract talented candidates for key roles.
􀂾 Promote the organization externally as an attractive place to work.
􀂾 Improve the interviewing process.
􀂾 Help new employees be successful.
􀂾 Apply knowledge of what motivates employees in order to retain key talent.
􀂾 Share roles and assignments in ways that leverage and develop people’s capabilities.
􀂾 Identify required capabilities and skill gaps with the current organization area.
􀂾 Provide feedback, coaching, and guidance.
􀂾 Promote sharing of expertise and a free flow of learning across the organization.

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BECOME A LEADERSHIP TALENT MANAGER

“ The power of a company to attract good people is directly proportionate to its reputation as a developer of successful people for itself as well as for other companies.”- Peter Drucker

 

 

 

 

McKinsey & Company’s War for Talent survey found that at most companies, talent is not a priority! Disturbing as this is, effective talent management begins with adopting a different mindset. Every leader has to be committed to getting better talent – HR alone cannot do the job.
The War for Talent survey conducted by McKinsey & Company of 13,000 managers and several hundred corporations identified five imperatives for ‘winning the war for talent’:

1. Embrace a talent mindset
2. Craft a winning employee value proposition
3. Rebuild your recruiting strategy
4. Weave development into your organization
5. Differentiate and affirm your people
Talent is the most important strategic resource for future success. According to Robert Hargrove, co-CEO of Masterful Coaching, leaders must place an emphasis on coaching and mentoring over managing the details. Put another way, an organizations humans beings are its most reliable resource for generating excellent results year after year.

The survey also found that a Winning Employee Value Proposition – a reason why customers should do business with you – is equally important to people management. The key is not what core values and organization has, but that it has core values at all. A core ideology provides the glue that holds the organization together through time.