Culture, performance, potential, talent mapping and transparency are some of the topics that Keith Stopforth former Head of Learning and Development at Bupa, covered yesterday in our latest webinar.
The webinar itself was a huge success, with over 30 businesses signing up and joining us for some of Keith’s insight on this hugely popular topic.
Keith covered six topics: the first five were actions that would enable you to complete the sixth and final topic.
Start with the end in mind
What does your business need? How can it be made better? To start anything in business or in life, you first need to discover and confirm what you want out of it. Therefore you need a clear set of outputs and create a plan of how you will follow this.
You may think that this strategy needs to be implemented quickly. To some extent it may, however Keith believes and knows from experience that it will roughly take three years to fully implement a talent management program.
Furthermore as a business you need to look at those who play key roles, who play a critical part in the organisation and those who have specialisms. These people keep a company alive and without them it is very difficult to continue; so investment in these people are key.
For this you need to ask the question, is your organisation ready for a talent management strategy? You first need to look at those members of staff who are underperforming and then find and define those that you believe are the talent within your business.
Organisations need to talk more honestly and openly about their employees to find those who really shine. Realistically talent management should come from within the company, from the top level management, with the HR department providing support. It should be integral to the business and not seen as a fad by employees.
Performance and Potential
The definition of performance needs to be defined by senior managers before potential can be discussed. The potential usually comes in two forms: leadership or specialist, and the business needs to define this.
The critical population also needs to be looked at; these are the employees who could potentially move up to senior management or to company director is years to come.
Using box theories is extremely useful when trying to start a conversation about talent management. These boxes allow you to see gaps and challenges within the company, which is key when implementing a strategy. However, some companies focus too much on these theories rather than the actual people; they are good to have but are not the be all and end all.
Talking openly to the talent within your business is key and is an extremely valuable process to implement. To be able to do this you need to look that the top three levels of the business; those who are the most critical employees.
By talking through what people want, in terms of future careers and development it shows that the company want to include the ambitions of their employees and see what they want out of a career. In Keith’s experience once finding out plans and discussing prospects, a higher retention was maintained.
Selling it to Management
Once you’ve gone through the five points above it should be easy to talk to management about the implementation of talent management. In this case use language that will mean something to them, for example provide a strategy, ask what the frustrations of the company are, and how this management would be delivered and implemented within the business.
Please click the following link to view the: Talent Management Webinar Slides