You are browsing the archive for Talent Management Consulting 
.
Defining Talent Management
- Author: Amitai Givertz
- Posted: April 5, 2007
- Category: Tools and Resources, Talent Management, Blogging
- Tags: Blogs, Industry, Talent Management Consulting
- Comments: 4
Modestly billing itself as a “daily news and commentary site about HR strategy and technology” systematicHR is in actual fact exceptional for its consistent quality and clarity of mind. It continues to be one my favorite blogs to read, re-read and read again. Hardly typical then, today’s post Defining Talent Management is typical:
Talent management is a true buzz word around HR these days, has been for a few years now. We all know the components of talent management: performance, compensation process, succession, recruitment, learning, competencies. All of these are major components to an overall talent strategy. Inclusive in this list should also be technology. But what really, is talent management?
Read the whole post here, subscribe to this blog’s feed and elevate your thinking about talent management and HR strategy.
If you want to know more about RSS feeds and subscribing to your favorite blogs — like this one — check out How to explain RSS the Oprah way.
Travel & Succession Planning: Trippin’ In Washington
- Author: Amitai Givertz
- Posted: March 14, 2007
- Category: That's Life, Business Matters
- Tags: RCI, Succession Planning, Talent Management Consulting, Workforce Planning
- Comments: 1
I am pulling together some material for a presentation next week. That in of itself is unremarkable especially when you consider the meeting is in Washington, DC and the topic for discussion is succession planning. That kind of thing is big in some Washington circles, you know.
No, what is remarkable is that instead of rummaging through CEO Mike Moore’s desk looking for the stuff he has asked me to print out for him — twice — both of us will now have a place where we can easily find the stuff we know we had somewhere but somehow lost in the shuffle. That place, ladies and gentlemen, will be right here on our site.
For me I can now “tag” documents and find them with a quick search. For Mike, he’ll know that if his hard copy is missing it had nothing to do with my searching high and low, a replacement copy simple enough to print.
Best of all, Mike and I get to share with you the stuff that other people have shared with us:
If you are in DC or around the Beltway, I’ll be in town from Tuesday, March 20 to Friday, March 23. If you think we should meet we can talk about your succession planning or anything else that relates to your recruitment and retention interests. Please email me and let me know what you have in mind.
Why Most Companies are Terrible at Selecting, Retaining and Motivating their Talent
- Author: Eric Jackson
- Posted: March 6, 2007
- Category: Talent Management, Employee Retention
- Tags: Center of Excellence, Employee Retention, Performance Management, Recruiting, Talent Management Consulting
- Comments: 0
Over the weekend, I was chatting with someone from a very successful Internet-based company (not Yahoo!). He asked me a little about my consulting business. I explained that we worked with companies who wanted to build programs to increase their ability to select, retain and motivate their top talent.
I didn’t have to say any more:
God, do we need your help! We’re constantly developing our people and our competitors will swoop in and poach them. We’re growing so fast, so we haven’t had time to really focus on it. However, I keep telling the folks in HR that they need to get a better plan to stop our bleeding there.
It reminded me of something I read in a recent 10-Q for Yahoo! . Under the “risk factors” facing their ability to continue to grow the business, they cite the risk:
If we are unable to retain our existing senior management and key personnel and hire new highly skilled personnel, we may not be able to execute our business plan.
Then, they go on to explain that:
Many of our management and key personnel have reached or will soon reach the four year anniversary of their Yahoo! hiring date and, as a result, have become or will shortly become fully vested in their initial stock option grants. Although employees receive additional grants, an employee may be more likely to leave Yahoo! upon completion of the vesting period for the initial option grant, which is generally the largest option grant an employee receives. If we do not succeed in retaining and motivating our existing key employees and in attracting new key personnel, we may be unable to meet our business plan and as a result, our stock price may decline.
So, here are two examples of highly successful companies, who realize that their continued success depends on being able to select, retain, and motivate great people. Yet, at least in the first example (and I would guess the 2nd), they acknowledge that they don’t really know what to do.
