CEOs and Talent Management

First, understand that “Talent Management” is not some vague concept, but quite simply:
(1) Identifying, sourcing & recruiting talent,
(2) Developing and motivating talent, and
(3) Retaining talent.

It stands to reason that the CEO MUST be pivotal in any successful talent management strategy. I recently surveyed my current and past clients on this specific topic, and “Talent Management,” as described above, is far and away their number one concern moving forward. Above markets, pricing pressures, and even recent legislation challenges.

Specifically:

CEOs are crucial in the identification & recruitment phase; they must establish what skills, attributes and competencies are necessary for developing future key players. That initial
definition – the foundation – must come from the very top. This doesn't mean in a vacuum, with no input from anyone; it does, however, mean no delegation allowed.

A CEO’s role is also integral to motivating and developing that talent. Once you find a “keeper,” effective skill development (to match your organizational needs) and deployment (right job, right person) are keys to success. Identify the key employee, then pinpoint what skills and behavior that employee needs to lead tomorrow, perhaps even in a different functional area. Then work on "the gap."

Assuming the hiring process was successful, it’s too arduous and resource-intensive to repeat, hence the CEOs essential input into retention. Key players – those most focused on in talent management – need to know they have a purpose beyond departmental or shorter-range goals. The CEO is essential for that understanding. An effective CEO can retain talent even in the face of lackluster direct management.

In short, the CEO’s role is becoming more defined today as “principally” talent management -- along with a lot of other burining priorities. It’s no longer a sideline job. Done correctly, however, it can expand the CEO's reach, and help distribute that ever-growing list of "must-do" things falling on your shoulders.

KB

Kevin Berchelmann
www.triangleperformance.com

"How to Succeed in Human Resources"

Here it is... the definitive guide...

My thoughts on succeeding in HR and adding real value to both the organization you work for and your professional career:

1. First, you cannot effectively manage human resources from a book, a website, or some online forum. You can't. You can pick up tips and tidbits, some compliance knowledge, and a few very generic processes. Most of the rest -- the other 98% -- takes individual thought, planning, experience and creativity.

Compliance is simple -- a CD-ROM could do it. Effective application of employment laws in a successful business... THAT takes work.

2. Quit searching online and asking others for templates. Sit down, learn a bit from those plethora of books you should have, talk to a few people who may have some insight, THEN CREATE YOUR OWN. Using someone else's, even customized, isn't yours. And it usually won't work, since someone developed it SPECIFICALLY for their organization. And no, you don't really just want to "see what one looks like."

3. Rating categories and forms will not, under any circumstances, make an effective performance management system. Just one more pain in the rear for line managers to deal with. It's bigger than the forms, folks. Forms may have a role, but they are not the core of performance management.

4. Learn to recruit. REALLY recruit. It is the SINGLE MOST IMPORTANT THING WE DO. Second to none. Those who feel they have "outgrown" recruiting -- rethink that. Maybe you've outgrown hourly recruiting, but you still better be an effective talent manager, and that includes sourcing and recruiting.

5. Never train because someone asks for training. In all likelihood, training isn't the answer. Except in matters of compliance (usually education, not training) or technical skills, training is really only effective for development, seldom for corrective action.

6. Google is your friend. Research. A lot. Of everything... asking in some online forum INSTEAD of researching isn't just lazy (though yes, it is), you are harming your learning experience. You need more than pointed answers, clouded by someone else's experience. Find out WHY things work that way, HOW we got where we are, and WHAT you can do to impact meaningful change.

7. Speaking of training, learn it. If recruiting is #1, employee/managerial development is a close second. Knowing how to develop managers -- coaching and training, is a skill ALWAYS in demand. Go to Toastmasters. Offer to teach at some affiliate or association group. Learn with green "wannabe" supervisors. But learn to train and develop.

8. Don't ask anyone "How can I justify XXX" until you can JUSTIFY IT TO YOURSELF. Attending conferences, implementing a new program, allocating resources... if YOU don't know why, how the heck can you convince someone else???

This field is no longer for those with good "people skills;" it's for those who understand that human capital is an adjustable, malleable resource that we are responsible for developing. Time to step it up a notch...

KB

Kevin Berchelmann
www.triangleperformance.com

Shut up, sit down, and color...

Human Resources is not a day care. As such, conflict resolution should only be a part of our accountabilities as it relates to making the business successful.

In other words, we aren't resolving conflict merely to create some kumbaya-looking harmonious state; we resolve conflict so employees will work better and be more productive.

Sometimes, the right answer can be taken from a day care playbook: Shut up, sit down, and color. Quit touching her. Don't make me stop this car. The list goes on.

They all mean the same thing -- "Drop the petty stuff and get back to work."

I know that sounds heartless, but we are actually paying these folks, right? I don't think saying, "Hey, I paid you last week -- do your job and quit starting trouble" is terribly out of line. In fact, we should probably say it more often.

Yes, there are times when conflict resolution skills come in handy; times when more finesse and delicate handling is called for. But let's be real -- that's not the norm. Too frequently, HR gets involved in regular, interpersonal dynamics that have little to do with business productivity or success, and everything to do with one employee's general dislike of another.

Stay focused on what matters. Don't hesitate to say, "Shut up, sit down, and color."

If that doesn't work, put them in time-out...

KB

Kevin Berchelmann
www.triangleperformance.com