Talent Management – a phrase that’s been on everyone’s lips, not least every self respecting HR professional and even the odd headline hungry CEO. Howver, I fear we may have lost our way inrecent years in terms of defining what ‘talented’ actually means, how we identify those that that have potential, and how we develop them, their behaviours and their skills.
Consider this for a moment:
We live in a time where executive remuneration has never been so high and rewards for ‘good performance’ so attractive. As leaders we have access to more strategies for success with more guru’s sharing their wisdom than ever before through books, seminars, blogs and development programs. There are more graduates from the likes of Harvard, INSEAD et al in the marketplace and more money has been invested in leadership development programs and executive coaching in the last 10 years than ever before.
And on top of all this, the market conditions over the last 15 years could not have been better.
So what is the result of all of this collective wisdom? The output of all of that world class ‘talent’ combined with a booming economy?
A global recession underscored by greed, incompetence and arrogance on an unprescedented scale, that’s what.
If HR has any influence as we make our way out of this mess through the coming months and years, it must be to challenge our existing talent strategies, across the board. Our rediculous obsession with qualifications, processess and stereotypes brought the world economy to its knees and its about time we challenged every basic principle on which our leadership and talent is identified, nurtured and rewarded.
It’s time to get disruptive and deconstruct. And HR should be right up there hacking away at every assumption and everything we have previously taken for granted.
But before you get busy, something for us all to consider…
Perhaps the biggest crime is not necessarily the direct actions of the few, but the influence these people have had on others – you and me. A loosening of standards and ethics at the top of an organisation has a significant knock on effect all the way down the hieraechy. It’s inevitable.
Slowly but surely, like a creeping desease, this behaviour, this subtle signal from those in positions of influence and power – bankers, MP’s and executives alike – starts to distort or own moral and ethical framework. Has it not yours?
Food for thought…