Couple of my Blog readers, Sunita a leader in HR Programs and Talent Development and Alex Richey brought this up in one of their mails to me and I thought its time I blog it.
Alex comments were simple, How we as HR allow Valueable Talent to leave the organization ? Knowing, fully well how much we spend on making them productive in the first place
We have all been witness to vast amount of quality talent been let go without really much of a push !!!
If only we wish, someone could understand how much effort and money goes into training and deployment of resources. In today's tough labour markets where the resource pool is getting short, there is more than a thought that needs to be applied on how to retain talent.
Organizations need to align retention policies to the need of employees. Retention may not be for the long term. Retention has to be viewed in context of meeting employee needs vis-a-vis the efforts spent on making him / her productive.
For key positions and roles, talent management has to be driven with a process support that cuts across career planning, individual developments and trainings. Global exposure adds to it, so does a change of role to include more challenging assignments.
But this is easier said than done. Do organizations have the answer to the following
1. Who is important to me ?
2. At what level do i track my talent ?
3. What are the skills that would be important for my business 5 years from now ?
4. Do we have the requisite number of people needed to meet business requirements for next 3 years?
5. Do i need to hire or do I have sufficient right people internally to meet my current business requirement.
To answer these questions a lot of information is required. A lot of information to get a clear view on where the talent lies, and where the business is heading. The first problem is even though organizations have huge amount of data on this, they dont know how to use it.
Whats the solution then ? organizations would need to take this issue more seriously and really look at ways of measuring both the talent and the processes around them.
But is it really HR's call or Business too would have a contribution to make ? HR can be a facilitator, beyond that business has to identify and spot the right talent and ensure that they are given the right support to develop.
Till then Slipping through the crux would continue !!!
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3 comments:
You are correct that addressing this challenge and others requires information. Unfortunately what most companies have today re: people is data, not information. But tools do exist that can transform data to information; and companies can use that information to support decisions about human capital investments, and talent management practices and plans. HR's role is in facilitating the acquisition and deployment of this technology, and leading the change managment necessary to insure that human capital related decision making actually changes.
Joanne you are spot on in saying that tools need to be deployed and used properly. However what never happens is the realisation of the potential that these tools can offer.
Once that happens then all that you said would definitely fall into place.
I think a key to this discussion is having a useful profile. A talent profile can help you inventory what you have, align it to where you want to go and track progress. Mark has an excellent post on this topic here =>http://talentedapps.wordpress.com/2008/07/18/profiles-the-foundation/
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