We go where few dare to go – we even fill in your company’s white space along the way!
While few can quantify it, few people actually doubt the value of excellent talent management within the business environment. However, many companies struggle to adopt better talent management practices. For example, why do corporations fail to leverage so many of the talent management practices we see used every day by major sports teams? Is it really that we don’t understand them? We doubt that.
We believe some of the issues for companies include:
- Who is responsible for what?
- Who does what?
- Who can do what?
- Who should do what?
- What are the most valuable things to do? and
- Which things should be done first?
As the graphic shows, while HR (who tends to 'own' people practices and tools, but not overall talent management for the company) supports the organization in many areas, there’s always been an historic gap between them and their business customers. Part of what creates this gap, as with so many support areas (such as IT and Legal), is that they lack the ability to truly think in and speak the ‘language of business’ with credibility. So instead they develop their own HR profession's language and perspective, which over time naturally becomes unaligned with the needs of their business customers.
Strategic talent management integrates what business management does in managing their people and what HR does to support them. So it establishes a common language and perspective across the organization. However, in addition to that it also fills in the ‘white space’ between HR and Business – it covers areas where neither is focused right now. When done correctly, strategic talent management creates the integration (not just alignment) of business and HR/Talent services. It creates a unified approach to leveraging the talents of you people to create more business value in a way that energizes and activates your employees.
But how do you get there? By thinking differently. Both senior HR leaders and business leaders can benefit from looking at the talent management function and activities differently – without the current limiting assumptions or constraining beliefs – with the goal being excellence in business performance and truly unleashing the talent in the organization to do what they can do best for the organization.
Leading organizations are building this strategic capability, developing this expertise, clearly identifying responsibilities, and filling in the white space. And they achieve significantly better business results because of it. By definition, your people (and how you uniquely manage them) are the resource your competitors can’t have – at least at the same time you do; therefore, making them a strategic advantage is a very real possibility … and one of your biggest opportunities.
Let us show you how to take advantage of this opportunity.