Category Archives: Talent Strategy & Culture

Many Talent Managers and Directors we work with find themselves caught up in talent processes and systems – grids, talent ratings, talent assessments, talent review meetings…. the list is seemingly endless. The problem is that all of this activity causes us to be deflected from the reason we got into talent management to start with: developing talent!

Do you really need to ‘launch’ your latest HR initiative? There is a real danger when launching a new approach that you shine a spotlight on your work and stake your reputation on success – at the very point that you’re most at risk of something going wrong! As such, it’s important – both for your own reputation and wider company moral – that you minimize the attention, pressure and risk associated with trying out something new.

As businesses grow and change, new roles are created and existing roles often require new team members to fill them. To prepare for this, we encourage our clients to think about Talent Pipelines – and the processes and strategies they have in place to identify and prepare the people who can fill those roles.

One of the questions I’m most frequently asked when working with clients to develop their talent pipeline is whether or not they should be transparent with their employees about the way they rate potential – should they or shouldn’t they let their employees know that they’re being rated in terms of their potential? It’s an interesting question, and when deciding you should be aware of the potential downsides to each approach.