Posts Tagged ‘Talent Management’

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3 Simple Guidelines for Your Organizational Talent

Author: Paul Dillenburg, Date: 7/25/2013

1. Invest more development dollars and time where you will get the highest return. Do not spend your development dollars equally; high potentials, critical positions, and key leaders (current or future) demand differential attention. Likewise, while all employees should be receiving regular feedback regarding their performance and development, leaders need to be steadfast in providing timely, specific feedback and appreciation to their top talent.

2. Provide opportunities for accelerated development to help current and prospective leaders grow in their jobs and their careers—keep the pipeline filled. Potential opportunities may include individual coaching, mentoring relationships, involvement in key projects or initiatives, internal training, stretch assignments, networking, delegated tasks, participating in organizational meetings or industry conferences.

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Treat Everyone as a Game Winning Player

Author: Diane Hamilton, Date: 4/11/2013

I’m a big college basketball fan. I love March Madness and despite the experts discussions about how the game is hard to watch today (for a variety of reasons), I enjoy the pageantry and competition. You may not be a Louisville fan, but you can’t deny the coaching prowess of Rick Pitino. Elected into the Basketball Hall of Fame on the same day he became the first coach to win national championships at two universities, Pitino is also no stranger to the concept of leadership.

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Succession Planning in Small Companies

Author: Paul Dillenburg, Date: 11/6/2012

In our talent management work with clients, a question we often hear following a talent review process is, “What happens if we don’t have any successors for a given position in our company?”

In small to mid-size companies, it is quite common to have several key positions without successors who are ready to step into a role. There are few layers in the company so having stretch assignments to develop into the “next level” can be difficult. If you have some positions without successors, ask various questions:

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Applying the 80/20 Rule

Author: Diane Hamilton, Date: 10/18/2012

You’ve heard the phrase, “the devil is in the details.” The idea that the details are important—that whatever one does it should be done thoroughly.

I’ve been knee deep in details of late. I am writing an e-book, Talent Management Toolkit. We want to provide a resource for small to mid-size organizations to help them with their talent management efforts since much of what is available focuses on large, global organizations.

I spent a great deal of time pulling together the content, writing the various chapters and updating the tools and templates. However, now I’m in the detail stage. Editing, refining, setting up the associated web pages, marketing, etc. I have definitely been overwhelmed with the details.

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Do Organizations Set Managers Up For Success?

Author: Paul Dillenburg, Date: 1/31/2012

Countless organizations talk about how much they value their employees or their “human capital.” They espouse how important their people are to the success of their business. While there certainly is good intention in their words, actions may not always line up when it comes to setting new managers up for success.

According to a 2011 Careerbuilder study, nearly 60% of managers reported never receiving management training. This is an alarming statistic when you consider the stress associated with being a mid-level manager. Often individuals at this level within an organization are caught between the frontline (i.e., customers and client interactions) and the upper-levels of the organization (i.e., implementing strategic initiatives).

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Why Most Managers are Illogical

Author: Paul Dillenburg, Date: 12/20/2011

You as a manager or leader are illogical. While not ill-intended, the way in which you interact with your direct reports often disregards the rules of logic and weakens your organization. Here’s a test of logic: taking inventory of the amount of time you spend with your team of direct reports, how much time do you spend with your “low performers” and how much time you spend with your “high performers?”

Those of you that tend to spend more time with low performers are illogical – here’s why:

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Steady Contributors – What Comes Next?

Author: Diane Hamilton, Date: 12/8/2011

Recently, I outlined several questions to consider to further develop high potential talent. The concern is that we often go through a talent review process, identify high potentials, and then fail to take additional action. We don’t do anything differently than if we had never gone through the time and effort to complete a talent review. It is important to develop specific plans for the high potentials—so they are further developed, remain challenged and engaged, and contribute in ways that add value.

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First Steps for Further Developing High Potential Talent

Author: Diane Hamilton, Date: 10/19/2011

One of the biggest concerns clients’ share about their talent management efforts is that “nothing happens” after the talent review. They do a good job identifying talent and are confident in the list of “high potentials” generated. The shortcoming seems to be in further developing those high potentials and ensuring that they are satisfied and engaged. We’ve put together a series of questions that are useful in determining next steps for each high potential identified during the talent review process.

For each high potential, answer the following (provide specifics, seek feedback and verify as need be):

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Identify Your Top Talent – Performers and Potentials

Author: Paul Dillenburg, Date: 8/23/2011

One of the key aspects of an organization’s talent review process is the identification of top talent. While organizational leaders are often adept at identifying outstanding performers, there can be difficulty identifying employees with the most potential, thus resulting in an incomplete picture of top talent. By creating organization-specific definitions of high performance and high potential, leaders have a standard to assess their talent against. These definitions will help facilitate deeper dialogue between leaders during the talent review process and will provide insight about which employees are top talent.

For clarity, we often use the following definitions:

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Who cares how many hours you work – Maybe you’re inefficient

Author: Paul Dillenburg, Date: 8/9/2011

With all the recent talk surrounding the number of hours the typical American worker is now putting in, I was reminded of a talk I attended that brought together some of the country’s most successful leaders. One of the presenters was Jim Goodnight, CEO of SAS, a premier business analytics software company serving 45,000 customers and 92 of top 100 companies on the FORTUNE Global 500® list. Jim has led the privately-held company since it began in 1976. While SAS’s business success is impressive, the culture Jim has created is awe inspiring.

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