Every week, I review blogs that cover talent development to find the very best talent development posts. This week, you’ll find pointers to pieces on why talent is irrelevant, GE’s approach to leadership development, succession management at IBM, and advice on how to make hiring and promoting decisions.
From Joe Gerstandt: Talent is irrelevant.
“Okay, I got carried away…it’s not irrelevant. But it is much less relevant than it used to be.”
Wally’s Comment: OK, maybe Joe is being provocative, which he does well, but there’s a very important point in this post about paying attention to the fact that most of our work these days is done in teams.
From Janice Semper: GE encourages the continuous evolution of leadership development
“A lot can change during the lifetime of an organization. One hundred thirty years ago, there were less than 300,000 telephones across the U.S. Thirteen years ago, only 3% of the world’s population was on the Internet. Today, more than 30% of people are online (80% in the U.S.), and technology has become an integral and foundational part of our leadership development efforts. As our company, like many others, has faced changes in technology, communications, the economy and our global reach, we’ve remained committed to continuously evolving leadership development. While challenging, it has rewarded our business in unique ways.”
Wally’s Comment: Janice Semper is General Electric’s manager of executive development. GE is renowned for the way it does leadership development and this post will bring you up to speed on how they’re doing it these days. The post is on SmarBlogs.
From Josh Bersin: Succession Management at IBM, Contrasted with Apple and HP
“This week Ginni Rometty was announced as the new CEO of IBM, marking a significant transition at IBM and celebrating the company’s first female top executive.  This transition shows an example of world-class succession management. It was predictable (IBM CEO’s leave their jobs at the age of 60) and shows the results of years of development planning.
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Wally’s Comment: Josh Bersin always has informed things to say, but this post is a special case because he’s worked at IBM and therefore knows them from both sides of the corporate veil.
From the Wall Street Journal: In Hiring and Promoting, Look Beyond Results
“When making judgments about whom to hire and promote, context is crucial. It’s important to know the situations in which people worked, and the methods they used, before judging their performance.”
Wally’s Comment: Here’s advice we seem to need over and over. When you’re making decisions about hiring and promotion, don’t just consider the “how much,” consider the “how” as well.
Carnivals, Lists, and Such
The “Scary HR†Carnival of HR hosted at Blogging4Jobs
From Jon Ingham: Best global HR conferences
