Talent Management – Obstacles and Answers

By Jan Dick, Organization Development Practice Leader

Talent is the topic of the day in the C-suite and HR. Many companies are actively focused on some aspect of Talent Management – whether it is acquisition, identification, coaching and development, or retention of talent.  In addition, progressive companies are employing the full spectrum of Talent Management, including employee engagement strategies to ensure that talent is nurtured and maximized.

The use of a 9-box process as a tool for reviewing talent is now “the gold standard”, providing a common framework and language to differentiate talent along the dimensions of performance and potential.  Even in today’s volatile economy, companies continue to invest time and energy in their most valuable asset – talent.  However, there are some obstacles that may prevent companies from realizing the full return on this investment:

• Talent Management is often viewed as an HR process rather than an organizational one
• Succession planning is conducted in the “image of the incumbent” rather than with a view to the future
• High potential candidates are identified and discussed without a common framework or language
• Time and energy often dwindle once the 9-box exercise is complete and follow through on development of these valuable assets is inconsistent and ineffective
• Poorly equipped  leaders can clog the talent pipeline

It is a pretty daunting list, but not insurmountable. Here are ways to break through these obstacles:

Reach into the broader and deeper organization in the Talent Management process. Effective Succession Planning includes a comprehensive Talent Review – reviewing talent and potential successors across the entire company, not just within a specific department or line of business.  Ideally, it reaches deep into the organization to uncover rising talent. Talent is a company-wide asset and talent from all areas should be considered “fair game” in the Succession Planning process.

Engage the senior team early on for their view of the future based on business realities, ensuring that the criteria for evaluating talent are prospective and enable the company to compete and thrive in the future.  Why identify future leaders for intensive development based on an outdated set of leadership expectations?  The senior team has the best future vision.  Engaging their commitment and contribution from the beginning sets the tone – the company takes Talent Management seriously. 

Take the time to define the criteria for High Potential talent and observe talent over time.  Evaluating leaders on an ongoing basis as they exercise their skills, decision making, judgment, and resilience is more accurate and effective than evaluating them at a single point in time.  Engage in rich dialogue across the organization when reviewing the performance and potential of individuals.  The full view of the leader comes through the diverse perspectives and experiences of those who have the opportunity to work with them in multiple ways.

Focus on what happens after the 9 box.  To maximize the return on investment in Talent Management, build comprehensive (and realistic) development plans for High Potentials, including assessment, goal setting, on-the-job developmental experiences, skill building, and individual coaching. Manage the talent pipeline closely and creatively to free up developmental positions to keep the pipeline moving.

The Bailey Group has the experience and expertise to support companies in their Talent Management initiatives – before, during, and after the 9-box.  Contact Tami Petersen at 763-545-5997 or tpetersen@thebaileygroup.com to schedule an initial consultation or request additional information.