Category Archives: Talent Strategy & Culture
Some years ago, I asked a client what she saw as T&P’s most important contribution, expecting her to comment on the research that underpinned our work, or the quality of our tools. She surprised me by saying that the thing she prized about T&P was that we changed people by giving them a self-driven attitude. I also remember one person at the start of a talent programme talking about why he’d applied, and saying “I looked at the change in people who are coming off this programme, and thought “I don’t know what they are doing on Aspire! – but I want some of it!” This is the first of 2 articles looking at the mechanics of how we do it. So – how do you shift attitudes and create a culture where people drive their own success?
Most organisations subscribe to the idea that 70% of learning should be by undertaking stretching work carried out on-the-job, 20% should be learning from people, and 10% via courses and reading. Are you equipping your managers to manage the 70%? The 70-20-10 model can’t be successful without this essential ingredient.
Today’s article is a short one, just a challenge to accepted thinking about ‘networking’. It sometimes seems that you can’t move without bumping into the notion of networking, and how important this is in getting ahead. Mention ‘networking’ and a lot of people will inwardly groan. Do you know people who feel that way? They don’t challenge the need to network, but they don’t like the idea of actually going out and doing it! Perhaps they should challenge the need to network
How do you create a culture where people actively drive their own careers? In the 21st century it should surely be desirable that people are driving their own development and careers. Yet there is a common problem – that people are relying too much on their manager
At T&P we are strong supporters of providing advice based on hard data – see our research into high potentials, our career management advice based on over 1600 interview of people with successful careers, and our hard figures presented for awards. However sometimes statistics reported in the press are not at all helpful, and can misinform key decisions.
