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Feb 04

It’s All About the People

One of the main tenets of Open Hearted Works is the full respect everyone in the workplace shows one another.  I think it is a vital part of the success of any company.  Some companies have used the recession as a reason to treat people at all levels of their workforce with less respect–from C-level to entry-level.  I’ve been wondering whether this disrespect was going to cause issues for the organizations as the economy recovers.

Last Tuesday I received my answer when I attended a presentation by Dr. David DeLong, author of “The Executive Guide to High-Impact Talent Management” and principle at Smart Workforce Strategies.  The answer is yes–yes this disrespect will be (and already is) an issue for many companies on a variety of fronts.

The presentation and book focused on specific actions for improving talent management targeted at executives outside the standard HR role, but also helpful for HR.

Key points from David’s presentation:

  • There are three levels of risk associated with not valuing the talent in your company: strategic, tactical and operational
  • The main categories of lack of preparedness are:
    • Succession planning and leadership development
    • Capability gaps because the workforce is changing and replacements are not being trained properly
    • Mis-alignment between the strategic direction of the organization and the talent management strategy and processes
  • Denial is a huge factor for many companies, even those with talent management practices in place.  Too often their practices have too many assumptions about the workforce; either their willingness to take on more responsibility or move.  David’s research found that in many cases one person in the organization was targeted for promotion by several different departments, leaving holes in the succession plan.

Tuesday was my lucky day – I won the copy of Dr. DeLong’s book.  It’s also your lucky day because I can share a few of the insightful questions from the appendix of the book.  This is only a small sample, so if you are serious about this topic, I highly recommend purchasing your own copy–unless you are lucky enough to win one!

Dr. DeLong provides these questions as a start to understanding strategic alignment in your organization:

  • What products/services do we provide now, and which ones, if any, need to change as we implement our current strategy?
  • With whom do we partner in delivering our products/services?
  • How do we measure success now and how might that change in the future?
  • How do we hold our managers accountable for poor performance?
  • Who is responsible for talent management outside the HR department?

This blog topic is really easy to write a close for–respect your workforce or  you will regret it.  If you are looking for specific guidelines and methods “The Executive Guide to High-Impact Talent Management” is a great place to start, even if the title is a bit long.

Do you think talent management is important?  Any big changes coming?  What are your keys to talent management?  Please let us know your thoughts!

About the author

Lisa Hamaker

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