Category Archives: Managing Talent

Most Talent Professionals are focused on how to identify, develop and retain the people who have the potential to make a big contribution to the business in future years. However recent research reported by CEB shows that the majority of people who are identified as high potentials have left their organisation 5 years later! Is this a problem with how organisations identify people to invite to talent programmes? Read on to evaluate your own process.

It’s a time-honoured convention that at appraisal, everyone has a career conversation with their manager. Yet often these end up being put off, or they are cursory and never followed up, or worse, the manager listens to a team member enthusiastically talking about a promotion that the manager knows the person doesn’t have a hope of getting – but say nothing to address the mistaken belief or help them develop a realistic plan.

To deliver success in a modern, 21st century organisation, talent management strategy and processes must meet the needs of several stakeholders. Who are these stakeholders, what to they want, and how is this linked to the key issue of transparency?

Talent Manager, our programme that turns line managers into talent managers has been implemented in multiple organisations. The more we work alongside line managers to teach them the principles of talent management, and introduce them to our tools, the more we gain insights into why line managers can be notoriously difficult to engage in the talent agenda.

Here’s an interesting question – is your working environment set up to benefit introverts or extroverts? If it’s like the majority of office spaces, you may find it’s giving a great platform to your extroverted employees but actually hindering your introverted employees. But before we look at the problem in more detail, here’s a quick look at the difference you’ll notice between the introverted and extroverted personalities in the office