Upgrading talent - The McKinsey Quarterly - Upgrading talent - Organization - ... - The Diigo Meta page

• 27 Jan 09
  

  Roy Tomizawa

  General

• 05 Dec 08
  

  Bertrand Duperrin

  Downturns place companies’ talent strategies at risk. As deteriorating performance forces increasingly aggressive head count reductions, it’s easy to lose valuable contributors inadvertently, damage morale or the company’s external reputation among potential employees, or drop the ball on important training and staff-development programs. But there is a better way. By emphasizing talent in cost-cutting efforts, employers can intelligently strengthen the value proposition they offer current and potential employees and position themselves strongly for growth when economic conditions improve.
  
  Companies can maintain their attractiveness to internal and external talent by using cost-cutting efforts as an opportunity to redesign jobs so that they become more engaging for the people undertaking them. A job’s level of responsibility, degree of autonomy, and span of control all contribute to employee satisfaction. Head count reductions provide a powerful incentive to use existing resources better by breaking down silos and increasing the span of control for challenging managerial roles—thus improving the odds of engaging key talent in the redesigned jobs.

  talent talentmanagement downturn crisis workdesign jobdesign silos management

• 04 Dec 08
  

  Jim Holincheck

  Some good thoughts (subscription required) on taking advantage of a down economy. I also discuss this in an upcoming research note on building a benefits case for talent management applications.

  talentmanagement

Would you like to comment?

Join Diigo for a free account, or sign in if you are already a member.