Walking the Talk.
Almost every Leader I speak with in South Australia says that they take Talent Management (in particular Developing Talent) very seriously. I like to compare it to being healthy and keeping fit: We know it’s important, we like to say we do it, but we could be doing more.
Turn the Engagement = Success argument around: Employee Disengagement is a crucial factor in the failure of your business. We’ve already discussed how it’s the key factor why your business loses Talent: Having a bad manager is currently the key reason people are looking to leave their roles in South Australia (33%).
While Career Progression usually features in the top three it didn’t appear in our most recent survey. The big danger here is that you might neglect Developing Talent – which is not the same as Career Progression: You can Develop Talent within your organisation (to an extent) without your staff changing their role and wanting progression. If you don’t offer Staff Development, your best staff will seek it elsewhere.
How far are you going to implement the following Top Tips for Developing Talent in your Organisation?
Create a clear vision of the values your team encompasses and where you want the team to be in 2 years. This will give your staff direction on where they need to be in a given time frame. Do you have a clear Development Programme in Place for your staff? If so, do you carry out regular reviews? Aligning your employee’s development plan goals with that of your team is crucial in building the best team.
Your business needs Role Models and positive working examples so that your staff members have a tangible vision of how they can develop, what they can aspire to and how you can support them. Identify Top Performers and use working examples of how they have developed in your business; this can be on an intranet, website or handout.
Create a high performance Culture. The winning team is a one that celebrates success and needs to keep improving to maintain pole position. This creates a fertile environment for your staff to be responsible for their own development. P. Rogers, P Meehan & S Tanner examine Dell as a case study.
Actually care about Developing Talent – don’t just talk about it. If you don’t take the time to discuss this with your staff then you’re not taking it seriously. If you keep rearranging the meetings then it’s not important enough. Scott Edinger touches on this in his HBR Blog.
You need to have faith in the processes and development plans you put into place and make sure you follow through – otherwise what’s the point? Geoff Hardy writes how change management processes need “Champions” to succeed. Empower your staff to put a plan into place and be responsible for following up and making it work.
Your staff don’t need a promotion every review…however your best staff will leave if they don’t have a development plan: something to work towards to make them a better professional. Demonstrating how you can help them with this will help keep your top talent engaged.