Talent Management
What distinguishes high-performing
companies are not better HR processes, but a
fundamental belief in the importance of talent.
Talent is the most important source of competitive
advantage in the new economy, and market-leading
companies are struggling to realize its potential.
The first step is instilling the leadership belief
we call a Talent Mindset.
Perhaps the key difference between this current
emphasis on human capital and previous views
is the emphasis on attracting, developing
and retaining top talent. This talent
mindset influences everything the company
does. CEOs of such companies know that this responsibility
cannot be delegated because it is the most important
thing that they do.
 In an interview with Bill Gates of Microsoft on “How
to Exploit Innovation,” Bill Gates is asked:
“You often talk
about the importance of fostering innovation
at Microsoft. What have you found to be the
most effective ways to do this?”
He answers:
“The most important
thing any company can do is hire the smartest
people (top-talents) possible and then give
them the resources to transform their ideas
into reality.”
An Executive View
The following are quick signposts to check how attuned your talent management
function is to where it should be.
- Are people viewed as costs or assets in
your company?
- Who is primarily responsible for developing
talent?
- Is your human capital engaged and aligned
with strategic and business priorities?
- How extensive are your future hiring requirements?
- Which talent functions are more advanced
in your organization?
- Which talent functions are least developed?
- Who are your top talents?
- Are your top talents likely to stay or leave?
Talent Management | TM Practices | TM index
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