Talent On Demand

HOT READS FOR THE PRACTIONER

Title:  Talent Management for the Twenty-First Century

Competencies: strategic problem analysis; planning/adapting; recruitment, development, retention; executive coaching

Who benefits: The organization and employees

Consultant Usage: internal or external consultants whose practice includes talent management

What’s it about?  When I was a more active player in the HRD/OD field, I found myself on several occasions pushing for a concept called “succession pools”.  This was something different from the more traditional succession plan.  Intuitively I knew succession planning wasn’t key to any organizations long-term selection-development-retention strategy.

I knew part of the answer.  “Change” and “succession plan” should not be used in the same sentence, with the exception of this one.  Succession plans might have been useful during more stable times, but by 1980 the succession plan model was losing any meaningful usefulness.  Of course, like the expiration date on a milk carton, we pay little attention until we experience the sour taste.   So even today some companies still try to make succession plans work (well beyond the expiration date).

Which I hope serves as a transition into today’s recommended reading for those interested in the topic.  The March issue of Harvard Business Review features an interesting and provocative article on talent management. 

I am skeptical about some of the statements the author makes.  I think some of his ideas already exist by different names.  That said, this article makes a valuable contribution to the field and provides a much-needed structure for further and future discussions.

The author got my attention with this quote: “Every talent management process in use today was developed half a century ago.  It’s time for a new model.”

He reviews past models that can be summarized as (1) do nothing, (2) develop your own, and a slightly more modern approach, (3) steal from others.

His proposed new model borrows from the operations side of companies – supply chain management.  He suggests a talent-on-demand framework that is more fluid and flexible as needs fluctuate. 

The remainder of the article looks at four principles of supply chain management, two on the demand side, two on the supply side, and how these principles can be used in the recruitment, development and retention of the right numbers and quality of employees. 

The results will give employers the skills they need when they need them and delivered in a more affordable way.  Employees benefit too by enhancing their internal prospects while retaining control over their careers. 

Agree or disagree – the merits are worthy of debate!
[tags]talent management, recruitment, employee development, management development, executive development, employee retention, bill bradley, william bradley,  bradley[/tags]

Bill Bradley

Bill Bradley (mostly) retired after 35 years in organizational consulting, training and management development. During those years he worked internally with seven organizations and trained and consulted externally with more than 90 large and small businesses, government agencies, hospitals and schools.