For at least the past decade discussion has abounded about the war for talent. When I first interviewed for an HR job a friend who is a Senior HR practitioner told me to avoid using the phrase as it would sound like meaningless jargon. I followed her advice then (and got the job) but continue to see the phrase in print (online and offline) and featuring on many conference programmes.
It appears with my limited perspective that the biggest focus in the war for talent, or least in the discussions I see is the acquisition of talent (recruitment in normal language). Whilst ensuring an organisation hires great people is absolutely key in ensuring the health and effectiveness of the organisation – it is only a battle, it is NOT the war.
The other major battle is termed by some talent development (Learning & Development in my language but to my Dad I work in training) and I promise this post isn’t another one all about L&D. But it is about Talent, and what seems to now be termed talent mapping/planning (succession planning in old skool language)
In the past few weeks I have been talking to people in several different contexts about my views on talent. When the subject of succession planning rears its head, as it inevitably does, it amazes me how much focus is given firstly to the operation of the exercise (the project management elements) and secondly the administration of the process (the tools or system used). What appears to be given little attention is the actual content of said plan…
What largely seems to happen is that line managers are asked to assess their teams and fill in some form of document or chart with an indication of what roles that individual will do in a specified amount of time. Now I accept there are some organisations that do this very well but it appears most do something rudimentary.
So let’s have a look at the pitfalls associated with a basic or rudimentary process:
- It’s largely based on the subjective opinion of the line management
- The investment in objective measurement of either performance or potential is often limited
- It is often married to a evolving or flawed performance management system
- The balance between current performance and individual potential often skews to assessment being made on performance
- It often doesn’t consider options wider than the current function an individual is working in
- It is often subjugated to ‘business as usual’ and becomes a compliance exercise rather than attention being paid to individual and organisational potential
This list could go on and on and as previously stated isn’t a view on the best practice that exists in some organisations but my perception on what happens in some organisations that maybe haven’t seen (or been influenced to) the value of investing in their succession plan.
People don’t appear on a balance sheet. If they did you would have to depreciate them, give information on their expected life span and what investments are being made to ensure that life is achieved or exceeded. Whilst a machine in a factory receives planned and preventative maintenance and effort is put into the next generation of upgrades, additions, capacity extensions and ensuring that machine runs as efficiently as possible. Due to the lack of objective (and for that read financial) measures around people it appears they don’t receive the level of attention they would benefit from.
So why did I write this? Firstly because the thought has been bouncing around my head but probably more to ask that the next time you hear/use the phrase the war for talent you think about all the battles on all the fronts and how important your existing employees are to the future success of your business.