Bertrand Duperrin's Library tagged talents →  View Popular, Search in Google

"According to Jackson (and, again, I agree with him) top talent does indeed leave for the same reasons everyone else does. If I were to distill his ‘top ten reasons’ down to one, it’s this:

Top talent leave an organization when they’re badly managed and the organization is confusing and uninspiring."

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"Are the future of work and the future of management inherently democratic? Will we have democracy or rather an enlightened aristocracy? The point is not theoretical or philosophical for its own sake. The question has a deep resonance in how organisations structure themselves, how workers understand themselves, but most importantly, how workers engage with the organisation."

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"We recently convened a team of 21 millennials from various GE businesses and functions around the world for a special three-month assignment: identify ways to attract, develop, and retain talent in the future. We named the effort "Global New Directions," and we knew we'd picked the right people almost immediately when they told us that they didn't want to retain employees, they wanted to inspire them."

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"Vantés comme des programmes de développement personnel, la plupart des approches en matière de gestion de talent (Talent management) ne sont souvent rien d’autres que des plans d’action totalement standardisés, linéaires, ennuyeux et parfaitement interchangeables. La plupart du temps, ils n’ont d’autre objectif que de fabriquer de petits soldats disciplinés qui, un jour, prendront la relève de leur supérieur. Trop rarement, l’objectif réel et vérifié est de développer un éventail de compétences diversifiées. Le concept de Talent management, tel qu’il est majoritairement mis en oeuvre aujourd’hui dans les entreprises, n’est qu’un parcours institutionnel, sans relief, une succession d’automatismes, d’apprentissages prêts-à-porter et de stéréotypes… » "

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"My colleagues at BraveNewTalent have made a nice infographic that summarises what the difference is between a talent pool and a talent community"

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"Un forum autour des RH 2.0 soulevait récemment la question de « pourquoi laisser les employés auto-déclarer leur compétences dans le réseau social de l'entreprise? ». Cette question fait partie des quelques unes au cœur de la démarche d’entreprise 2.0 qui soulèvent de nombreuses interrogations. Elle traduit très concrètement la philosophie même du 2.0 et révèle aussi certaines craintes qui lui sont rattachées"

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"To create organizations that are fit for the future, we need to dramatically retool the management systems and processes that govern . . .

* How strategies get created
* How opportunities get identified
* How decisions get made
* How resources get allocated
* How activities get coordinated
* How power gets exercised
* How teams get built
* How tasks and talent get matched up
* How performance gets measured
* How rewards get shared"

management2.0 management resourceallocation opportunities decisionmaking talents tasks performance measurement strategy

"One of the additional perspectives that I am focusing on more these days, and I am finding resonates strongly with large organizations, is building flexibility. It has become a truism that in our turbulent times, the more flexible the organization, the more able it is to succeed. A process-bound organization is by definition not flexible. One that functions by tapping the most relevant resources and social connections is able to adapt and respond to circumstances and condtions.

A related issue is the ability to gather and respond to feedback. "

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"The Human Resources world is the ‘Rodney Dangerfield‘ of the executive suite, says Bill, and doesn’t get enough respect…partially because HR gets caught up in the important but time consuming world of enforcing compliance at City, State and country levels. While the CFO’s team keeps the financial records straight, HR has responsibilities for all other aspects of staying on the right side of the law."

humanresources compliance collaboration strategy humancapital IT talentmanagement talents

"We thought we would kick off our new postings by summarizing some of the ideas from Pull that resonated the most in our many conversations from the last few months. from The Power of Pull."

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"“Recovery will not be restoration of the pre-recession market. Trying to get back to where we were will be like chasing a red herring,” said Jean Martin, executive director of the Corporate Leadership Council of the Corporate Executive Board, a global business research network"

organization recession recovery information risk riskmanagement talents talentmanagement customers

Times are changing. There’s no doubt about the fact that corps must change too, because employees (particularly younger ones) already did…And if you’re not able in your HR function to understand their moves and these new behaviors, you’ll be “out of the market” for them, leading you to fights, misunderstandings, and desertion. Human resources like stocks? No. But like assets, yes, and the ability to move with them empowers your role and the trust they’ll have, to drive their career (tip: zapping behavior is normal today, there’s no “career plans” anymore, in long term, by crisis and unknown situations). Even if you’re dealing with this, let’s consider it IN the corp, vs moves to competitors. Could you accept giving assets for nothing to competitors? No. Why would it be different with executives…?

humanresources recruitment socialnetworks assets humancapital engagement carreer talents talentmanagement

management performance teambuilding leadership performancereview talents humanresources Humanresources

It goes without saying that no matter how much talent a company might have, there are many more talented people working outside its boundaries. Yet all too many companies focus solely on acquiring talent, on bringing talent inside the firm. Why not access talent wherever it resides?

Some might say there's no way of doing so without sharply increasing the cost of complexity. New institutional practices can reduce these costs, however, as companies become:

talentmanagement talentnetworks talents transactions relations silos organization practicenetworks networks process

Even these questions indicate a dated view of where talent is and how to get the most out of it. Sure, no one disputes the importance of talent, even in a recession. But, as a Deloitte report contends (.pdf link), companies spend entirely too much time focused on attracting and retaining talent. Moreover, as they do, they often lose sight of what appeals to and keeps hold of talent in the first place. (See John's perspectives on the report and on the mindsets that limit firms.)

talents talentmanagement attraction retention humanresources networks talentnetworks pull

The majority of large Australian companies are trialing social networks within their organisations and senior executives believe that, rather than being a waste of employee time, there is substantial value to be harvested from connecting with Web 2.0, a report released today says.

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According to a recent survey, 83% of workers rate relationships with co-workers as a critical reason for joining and staying with their employer, and alternatively, one in four people quit a job due to feelings of isolation. Organizations that provide talent with tools to connect, build and manage their personal and professional networks, bond people to each other and to the organization. Moreover, organizations that offer employee social networking have an edge in attracting talent who thrives on these tools to exchange knowledge and ideas.

socialnetworks management retention talents relationship humanresources

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If you think about it, talent managment really starts from recruiting through on-boarding; and carries on until the employee is comfortable with the culture, is made to feel at home in the organization, and is equipped with the tools to be productive.

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