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 about retaining top performers, what it’s like to work for a “best place to work,” when learning is the job, and how GE goes about talent development.
From Katie Morrell via Open Forum: 5 Ways to Retain Your Top Performers
“Your best employee comes into your office Monday morning and gives their two weeks notice. Your heart drops and you start to panic. How will you replace such a stellar performer? Hopefully you haven’t been faced with this scenario. And if you keep reading, you may never find yourself on the receiving end of such bad news.”
Wally’s Comment: It makes no sense to spend time and money recruiting, assimilating, and developing your top talent only to have them leave for what they perceive as greener pastures. Katie Morrell gives you five suggestions for how to head off that unfortunate situation.
From Fortune: ‘I work for one of the 10 Best Companies’
“Interesting assignments, unfaltering support, stints abroad: No wonder these folks love their workplaces.”
Wally’s Comment: Here’s the view from inside the best of the best, the top ten of the “100 Best Companies to Work For.”
From Harold Jarche: When learning is the work …
“What if your organization got rid of the Learning and Development function? What would the average manager or department head do? What would workers do?”
Wally’s Comment: Everyone seems to agree that the workplace is changing. And, everyone seems to agree that we’re all knowledge workers on this bus. And we all seem pretty sure that the top talent are great learners. So, what if there was no Learning and Development department to help? What would happen then? Harold Jarche has a few suggestions. The good news is that they’ll still work in a place with a Learning and Development department.
From Susan Peters: How GE Is Attracting, Developing, and Retaining Global Talent
“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.”
Wally’s Comment: General Electric (GE) is an acknowledged master of talent development. Susan Peters is the person at GE with overall responsibility for it. This is her description of what GE is doing these days.
Carnivals and Such
Leadership Development Carnival hosted by Mark Bennett at TalentedApps
