Last week I had the opportunity to give a presentation to the DisruptHR event in Cleveland. My presentation was titled Embracing Your Inner CEO, and was focused on helping HR professionals become more strategic. If you have attended a DisruptHR event, then you know it is a unique venue. Each presenter has five minutes (no more, no less) and twenty slides to make their presentation. We had over two-hundred, fifty attendees. It was fun and exhilarating – but I wondered if I could convince anyone about the importance of talent strategy in that short amount of time.

Fortunately, the crowd was in a generous mood and treated me well. I was pleasantly surprised that many people have since requested copies of the slides and asked to hear more about the comprehensive talent management model I described. Turns out that many HR professionals are already thinking strategically and are interested in tools and models that will help them deliver better people results.

One of the key points from the 2016 Bersin by Deloitte Talent Predictions research report is that “it feels as though everything in the world of talent is changing – from the way we recruit and attract people, as well as how we manage and reward them, to the way we learn, and how we curate and manage our entire work-life experience.” That report discusses ten key predictions, and mentions numerous systems, apps and service providers that offer solutions to help with various parts of the talent management spectrum.

The talent management model we have developed is less about technology and more about strategy. We believe a talent strategy is critical for supporting and executing corporate strategy, even though many organizations operate without a talent strategy. While the breadth and depth of people challenges can seem daunting, our model provides an easy-to-understand, yet comprehensive, framework for developing a strategy. To request a complimentary copy of our model, click here.

This is an area of opportunity for HR to contribute on a strategic level, and earn a ‘seat at the table’. Developing and executing a talent strategy is, in my opinion, an essential starting point.

 

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