Realising your most valuable asset (your people)
People are every organisation’s most valuable asset. It may seem like a platitude, but it’s true. When you make decisions about people, you need to apply the same rigour as when you’re making decisions on financial or operations strategy.
What is talent management?
Talent management seeks to attract, identify, develop, engage, retain and deploy individuals who are considered particularly valuable to an organisation.
How is talent developed?
You can think of talent as being developed in three ways:
70% on the job
20% from other people
10% through learning interventions
A talent development plan aligned with your organisational strategy isn’t just a one-off programme. The benefits of a programme flow back into the other elements of talent development and help people focus their efforts in on-the-job learning and build relationships.
Four pillars of talent development
Looking ahead to understand your organisation’s future needs for talent
Creating a talent development plan that is aligned with your organisation’s strategy
Making changes to your organisation so that its culture, processes and people help attract and retain the talent you need
Getting the right balance between ‘home-grown’ talent and talent from external sources where this is the best way forward for your organisation
The Proprius approach to talent management
We believe that everyone should have the opportunity to be brilliant at work. Giving people that opportunity isn’t just a nice thing to do – it makes business sense from an ROI perspective.
The key to enabling brilliance is having the right people in the right roles in the right organisation. We use science to make that happen.
It’s a strategic approach. We work with you to understand where you are now and where you need to be – and what you need to do to get there.
To give a recent example, Paul worked with a major international airline where he developed a talent management strategy. The strategy identified future leadership needs against current capability and built the pipelines across the business to move from current capability to those future needs.
An important part of talent management is succession planning.
At the most senior level, succession planning involves looking into an organisation to identify the future CEO – looking ahead perhaps 10 years. And then working out what you need to do to set that person up for success when the time comes.
It’s not only the CEO, of course; succession planning involves identifying the right people for a whole range of senior positions and preparing the way for them to get there.