It is imperative that employers focus on their talent management but which of the talent management areas do we focus on first, hiring and selection, retention, engagement, or development? Forget about all the talent management trends and recommended solutions. Create an employee engagement vehicle that will provide the opportunity for the employee to focus on the strategically developed outcomes.
So, what are the challenges facing your organization in the next year or so? Do the majority of your company or corporate challenges center around revenue generation, systematic cost reduction in operating expense, profitability, customer maintenance, etc.?
Now that we understand the company or corporate challenges and we have formulated a strategy to overcome those challenges to provide the desired outcome in terms of revenue, cost reduction, personnel succession, or profitability, isn’t that when we should provide a talent management assessment.
I find that most HR Professionals either are not asking themselves the following questions or they are not being asked by the executives of their company or corporation to provide answers for those questions.
- “Do our employees feel connected to this strategically developed plan of action?” I would review the process to determine if clearly defined goals were established and how far down the organizational chart have they been presented and understood.
- “Do we have the right people in the right places to allow us to accomplish our goals and objectives moving forward?”
- “Do we have turnover concerns at any or all levels within the organization, particularly the front line?”
- “Do we have any key employees leaving the organization over the next twelve months and what does our succession plan look like with those positions?”
There is a real disconnect. When are companies or corporations going to realize that the strength of their organization is based on the strengths of the individual employee? We have not only lost focus of the desired outcome, we have lost focus on what will allow us to grow and to sustain this growth moving forward. It is the strengths of our people from the latest hire to the most senior officer.
So HR Professionals, what does your executive summary and recommendations for implementation of action plans for the strategic development process look like in terms of providing solutions to turnover, engagement, lack of talent or skills, and providing the employee with the needed resources to do the job?
The People Development and Organizational Effectiveness should start with a plan and this plan should be evaluated periodically using an assessment process that tells the company or corporation how they are doing in terms of engagement, skill development, and encouragement using strengths as a basis for success, and sharing information among peers and management to improve communication and outcomes.
The real problem in my opinion is that HR must take a proactive role in the people development and organizational effectiveness and be willing to be measured for achievement in the areas of turnover, retention, engagement, and achievement. Human Resources must exhibit their leadership skills and take charge of maximizing the effectiveness of their employees to achieve the goals and objectives of the company or corporation. Make sure your talent management processes include middle management particularly if they are the hiring manager. Remember to “eat the elephant in small bites” because when we try to eat the whole elephant in one sitting, we tend to have difficulty swallowing”. Start small and look for significant and meaningful results. Focus on the challenges and the talent needed to meet those challenges.
That’s what business is all about.