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14. German Trend Day: Social Wealth / Charles Leadbeater: We-Think: Mass Creativity, not Mass Production from Trendbuero on Vimeo.

Pushing talent by designing specific roles

Recent research shows that companies best able to attract and retain the talent they need share three key characteristics:

 

• Deep focus of Board, CEO and executive team on the talent of the organisation. This does not just mean that a succession plan is prepared annually by HR and approved by the Board. Neither does it simply mean that the investment in leadership development programmes is top quartile. It means that, if asked, the CEO could describe the career history and development plan of each of his most high-potential employees. It means that the executive team, as a team and as individual leaders, devote up to 30% of their time to talent development and leadership. It means that a core process of the entire organisation is evolving the link between talent strategy and corporate strategy.

 

• The fundamental development philosophy of these companies is based on talent pushing rather than talent pulling. In these organisations the focus has shifted from role-specific succession planning to employee-specific development planning. The appraisal and development process has shifted from: audit capability, identify gaps, apply development intervention; to: understand unique capability, focus development on deepening capability, design role to leverage capability.

 

• For these companies, talent management has become a core strategic capability at all management levels. It is measured, rewarded, celebrated and valued. Role model leaders are those who tirelessly develop others, who identify talented people and volunteer them across the organisation and who can list countless people they have developed and mentored. 

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