Talent Management Strategy MUST Match Business Goals…

If you really believe you’ll succeed, why aren’t you planning?

So, you spend time, effort, and money on charting a viable SWOT analysis (strengths, weaknesses, opportunities & threats). Flip charts and laptops everywhere, you determine you’ve got a great grasp on reality in your company and industry.

Next, your smart minds put their heads together and create a future that Orson Welles would be proud of — one that is actually visionary, and takes real data and information into account.

You trend financials, benchmark with other, equally astute and successful companies and industries. In the end, you bless it, print it, bind it, and distribute it. If you are in the top 5% of firms, you even create a mission that supports it, and an execution plan that appears to match that incredible vision.

You work your plan.

Then, 6 months later, sitting around that same conference table in those same, familiar chairs, you lament to a group of like-minded talented executives that, “We’re doing it guys — we’re kicking butt. Now, if only we had the management talent, we could really make this work.”

What??

Did you not believe your research, SWOT, or strategy? Did you feel uncomfortable in your comparison benchmarks? Did you not really trust that $250K of McKinsey consultant’s input?? (sorry, had to throw that in…)

Why on earth would we spend the effort required to create viable strategy and subsequent plans for product, service, and marketing results, and not spend that same effort analyzing, identifying, and creating leadership talent we will need when we get there?

Because we’re still not making Talent Management an integral part of our strategy.

And folks, I’m not saying “Human Resources,” per se, I’m saying Talent Management. We need to make that same effort — SWOT analysis, current state identification, desired outcomes, competitive benchmarks — in identifying the supporting talent management strategy, for 2 reasons: First, to make sure we have the horsepower to carry out those grandiose plans and execution items toward our vision, and as importantly, in case we actually achieve our results.

Don’t get caught unprepared. Spend the same effort ensuring you have the leadership and management talent available — sourced and/or developed — when launching any viable business strategy and execution effort.

You can’t get there without it… but then, you already knew that.

But that’s just me…
 KB

Kevin Berchelmann

www.triangleperformance.com

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