Comments on: Talent Management trends for 2010 http://talk.ochrehouse.com/talent-management/talent-management-trends-for-2010/ Fri, 03 Feb 2012 15:18:13 +0000 hourly 1 http://wordpress.org/?v=3.1 By: Chris Hornsby http://talk.ochrehouse.com/talent-management/talent-management-trends-for-2010/comment-page-1/#comment-21 Chris Hornsby Fri, 29 Jan 2010 10:46:35 +0000 http://talk.ochrehouse.com/?p=45#comment-21 On the technology front - we are also getting much better at being able to quantify the ongoing overhead to maintain this data. A technology tool is not a silver bullet! But I agree with you both - technology has moved well beyond 'managing process' to providing real intelligence. But what value is derived from that intelligence?? Thoughts/experiences?? On the technology front – we are also getting much better at being able to quantify the ongoing overhead to maintain this data. A technology tool is not a silver bullet! But I agree with you both – technology has moved well beyond ‘managing process’ to providing real intelligence.

But what value is derived from that intelligence?? Thoughts/experiences??

]]> By: Fraser Murray http://talk.ochrehouse.com/talent-management/talent-management-trends-for-2010/comment-page-1/#comment-19 Fraser Murray Fri, 29 Jan 2010 10:36:08 +0000 http://talk.ochrehouse.com/?p=45#comment-19 Yes I agree that Talent Management technology is now more useful in helping organisations to integrate information about talented people and also in helping with the solutions which enable these people to develop their skills and expertise. We now have wonderful psychometric tools which not only identify behavioural preferences, strengths and development needs but also give input to development plans on which areas to further develop (including strengths) with recommendations on HOW to develop those areas. With the new technology available we are able to run assessment centres combining a range of tools and instruments, uploading video role plays and telephone interview evidence to help with assessment and development of Talent. This means we are now able to consistently assess global talent without ever having to put the talent in the same assessment room. We have always worked with clients to identify future business/market needs, the competencies required to succeed. Then worked with them to assess the future people capabilities before loosely aligning ‘pots’ of talent against those future requirements, so I don't really believe that's anything new. Linking Talent Management Interventions to outcomes We find those organisations who succeed in matching the potential to the roles and business needs appear to be those who invest in specific development activities such as leadership training for all middle and senior managers. The bottom line results however appear to be much more evident when organisations invest in targeted one to one coaching to help talent develop, particularly when they are promoted or moved to a more challenging role. The evidence of success hitting the day to day performance of individuals and bottom line results is extremely strong. In fact it's so successful that we have managers coming back and asking their talent to get even more coaching, such is the dramatic impact individuals have made as a result of the initial coaching experience. Cheaper solutions for real lasting impact include the development of a world class mentoring process, where mentors and mentees are trained to get the most from the relationship. This is a huge help to internal talent and to new external hires. We have also found this to be a significant lever in addressing diversity issues where organisations need a more diverse senior team (eg. where insufficient women or BME's for instance are given the opportunity to grow into senior roles.) As rapport and trust are so critical to the success of a mentoring relationship, it is essential that mentors and mentees are properly trained and that the matching process is done effectively (not by the senior team and not by HR)but where the mentee chooses their ideal mentor. Happy to advise or assist of anyone wants to email. Yes I agree that Talent Management technology is now more useful in helping organisations to integrate information about talented people and also in helping with the solutions which enable these people to develop their skills and expertise. We now have wonderful psychometric tools which not only identify behavioural preferences, strengths and development needs but also give input to development plans on which areas to further develop (including strengths) with recommendations on HOW to develop those areas. With the new technology available we are able to run assessment centres combining a range of tools and instruments, uploading video role plays and telephone interview evidence to help with assessment and development of Talent. This means we are now able to consistently assess global talent without ever having to put the talent in the same assessment room.

We have always worked with clients to identify future business/market needs, the competencies required to succeed. Then worked with them to assess the future people capabilities before loosely aligning ‘pots’ of talent against those future requirements, so I don’t really believe that’s anything new.

Linking Talent Management Interventions to outcomes

We find those organisations who succeed in matching the potential to the roles and business needs appear to be those who invest in specific development activities such as leadership training for all middle and senior managers. The bottom line results however appear to be much more evident when organisations invest in targeted one to one coaching to help talent develop, particularly when they are promoted or moved to a more challenging role. The evidence of success hitting the day to day performance of individuals and bottom line results is extremely strong. In fact it’s so successful that we have managers coming back and asking their talent to get even more coaching, such is the dramatic impact individuals have made as a result of the initial coaching experience.

Cheaper solutions for real lasting impact include the development of a world class mentoring process, where mentors and mentees are trained to get the most from the relationship. This is a huge help to internal talent and to new external hires. We have also found this to be a significant lever in addressing diversity issues where organisations need a more diverse senior team (eg. where insufficient women or BME’s for instance are given the opportunity to grow into senior roles.) As rapport and trust are so critical to the success of a mentoring relationship, it is essential that mentors and mentees are properly trained and that the matching process is done effectively (not by the senior team and not by HR)but where the mentee chooses their ideal mentor.

Happy to advise or assist of anyone wants to email.

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