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Talent Scorecard

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While the demand for experienced leaders is high, companies find it challenging to manage talent strategically. The three key areas to ensure success are discussed in Talent Scorecard – How to ensure your company is managing talent strategically:
• Align business and talent strategies
• Look ahead, not behind
• Track the talent profile

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Talent Scorecard

  1. 1. _,--_L_e_S_I_ie_W_"_B_I"_a_k_S_iC_k_,_P_h_"_D_"_TALENTSCORECARDHow to ensure your company is managing talent strategically ompanies worldwide Align business and talent C Track the talent profile" are struggling to find strategies" Every aspect of Talent metrics should be and retain the caliber the talent strategy should established, tracked and of leaders their businesses link directly to the business acted upon as part of the need. The increased market strategy and its execution. business portfolio. They intensity and demand for Anything not directly should garner the same top-shelf, experienced leaders linked is probably working attention as other bottom-line arrive at a time when our against the core strategy metrics. Talent metrics are population of potential leaders by consuming time and not second-class measures - is declining. Stagnant hiring resources and confusing they are a vital part of your in the early 1980s has resulted managers about what is business portfolio and the in fewer experienced leaders most important. Once the best indicator of your future available. On top of that, U.S. business plan is formulated, capacity to execute. census data indicates that the the first question to ask is, Ignoring or ascribing population of potential leaders "Are the current people second-class status to is shrinking. processes ready to hire, talent metrics is a good In short, we have a develop and manage leaders way to be caught off-guard challenging to support this business in midstream. Decision- business plan for the next three to makers should have a "talent environment five years?" Make sure that scorecard" to monitor the and fewer the competencies for which quality of available talent experienced you are hiring match the and track gaps in key talent leaders to skills that leaders will need pools. These data can be navigate it. to execute the business used to adjust hiring and These plan. Ensure that leadership development practices challenges development is based upon and to drive individual represent values that support where accountability for enabling opportunities to the company is headed. the business strategy. fundamentally No matter how brilliant the change and Look ahead, not behind" strategy, it takes people to measurably Develop tomorrows leaders execute it. It is too easy to be improve for tomorrows challenges. captivated by plans to secure how talent is Talent management additional market share or managed. We should be based on tap new markets but fail to must treat talent where the company is ask, "Do we have the people management going, not where it has to get the job done?" and as a business been. Most performance "What will it take to ensure imperative management effort is we have the talent we need?" and bring it to oriented toward evaluating Require each business in the strategic past performance. While the enterprise to provide a planning table- understanding how a person talent strategy commensurate where it belongs. has just performed against with the operating plan for Whether starting new current expectations is executing their business companies or preparing the important, it is equally strategy. Without an leaders oftomorrow, the important to ensure that equivalent talent plan, the most successful companies leaders are assessed against business strategy becomes a hire great talent, make sure the future demands of the false promise. Do not approve that talent is aligned with business - three to five business plans that fail to the companys strategy and years down the road - not address finding, developing culture, develop that talent just the challenges being and managing talent to aggressively and reward that faced today. execute the strategy. « talent well, in alignment with their desired culture and LESLIE W. BRAKSICK, Ph.D., is co-founder of CLG Inc. (www.clg.com) and author of "Preparing future strategy. CEOs for Success: What I Wish I Knew" and "Unlock Behavior, Unleash Profits." Braksick consults To manage talent with top executives and their boards on issues of executive leadership succession and effectiveness strategically, organizations and strategy execution, including merger integration. Reach her at Ibraksick@clg.com. must do three things:6 Smart Business Pittsburgh I February 2011 an eg

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