MANAGING TALENT EFFECTIVELY

Executive Summary

1.     This briefing examines the issue of managing talent through five themes – the manager/supervisor imperative, rethinking work and performance, creating management involvement, rethinking systems and accountabilities, and the challenges faced in this aspect of talent management. A summary of Key Learning Points is provided to guide executive thinking.

2.     In considering how talent is managed more effectively, there are clear implications for managers/supervisors, along with HR and organizational development (OD). Creating a talent mindset, delivering solutions/interventions, committing to its principles and 'getting the best out of people' in operating units are four. Advisers reveal major shortcomings in these areas which create an imperative to improve if talent management is to succeed.

3.     How work is accomplished and performance or contribution delivered is a major issue or opportunity at three levels – the unit or function, its people and the effectiveness of managers/supervisors. The status quo needs to be challenged and may lead to far-reaching innovations. Applying systems thinking to work and improving performance management are two examples.

4.     Studies cited in this briefing point to significant shortcomings in the way that managers/supervisors manage talent which negate the potential benefits of talent management. Weak interpersonal skills, low prioritization of this issue, too little time and too much emphasis on technical/operational issues – or day-to-day minutiae – are four typical problems. In short, management has to get directly involved with people as a 'hands-on talent' rather than 'hands-on tactics' role.

5.     Accountability for talent management and the effective motivation of people are critical issues, without which the shortcomings above are unlikely to be improved. This occurs at two levels – managers and the managed. Apart from tools for reinforcing accountability – multi-rater feedback, employee surveys, attrition rates, etc – much thinking has to go into how managers/supervisors are made aware of shortcomings and how they are developed for stronger people-related competencies.

6.     Challenges will have to be faced in tackling the manager/supervisor talent imperative. Defining individual/joint accountabilities, encouraging different mindsets, building or rebuilding work relationships and greater efforts in communication are four. Critically, however, managing priorities – or even time management in some cases – is a general cause for concern.

7.     Case reports and advisers provide a range of experiences for the issues above, including Key Talent Propositions and Practices. The organizations featured are International Paper, Fujitsu Network Communications, St Luke's Communications, ST Microelectronics, Support Technologies Inc and The Hartford Group.

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