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The CIPD annual survey report 2011 into Learning and Talent Development was issued back in March and it had some interesting findings. Here at Keystone, we’re passionate about talent management as a means of supporting delivery of your organisational strategy – to say nothing of giving you a unique competitive advantage. Imagine our disappointment, then, to read that: “Only half of organisations with talent management activities rate them as effective and only a very small minority (3%) rate them as very effective.”
The CIPD annual survey report 2011 into Learning and Talent Development was issued back in March and it had some interesting findings. Here at Keystone, we’re passionate about talent management as a means of supporting delivery of your organisational strategy – to say nothing of giving you a unique competitive advantage. Imagine our disappointment, then, to read that: “Only half of organisations with talent management activities rate them as effective and only a very small minority (3%) rate them as very effective.”
The good news? That means quite a few organisations, potentially your competitors, are failing to make the most of a golden opportunity. But because we’ve been banging the talent management drum for a while now, many of our clients have robust and successful talent management programmes in place to support them. So for a change, we thought we’d take a light hearted look at how you could join your competitors in the talent management doldrums.
7 easy steps to make your talent management programme become a damp squib:
1. Don’t under any circumstances align your talent management programme to the organisation’s strategy or organisational development needs.
2. If you can, manage it exclusively within HR or L&D. Discourage board or SMT involvement. Senior champions are definitely a no-go.
3. You really don’t need agreed strategies, outcomes and ROI measures. A talent management programme will magically deliver the results you want.
4. These days, who has the time to do consultation and research with managers, focus groups and so on? Set the programme up and any important feedback will most likely get back to you as it goes along.
5. Only focus the programme on your high fliers. You’ve always got performance management to deal with the underperformers, and everyone else will be fine with an occasional training course and their annual review.
6. Don’t design a series of planned talent management activities. Besides, you followed steps 1-5 as instructed, so you’re not sure what would best create value for the organisation anyway.
7. Make sure you’re too busy to do regular strategic reviews for the programme. If it starts to fizzle out, accept it wasn’t the right thing for your organisation at this time.
Ok, we wouldn’t really suggest any of that, but it’s surprising how often we hear of organisations doing one or more of these points. How does your organisation’s talent management programme measure up? How effective would you describe it as being? If you think there’s room for improvement (or you’ve got examples of best practice – we love to hear about those!) then why not contact us for a chat?
Chartered Institute of Personnel and Development (2011) Annual Survey Report: Learning and Talent Development [online], CIPD. Available from: http://www.cipd.co.uk/hr-resources/survey-reports/learning-talent-development-2011.aspx [accessed March 2011]
