The Line Manager as Talent Champion
It is always a boost for us when we see how delegates who attended our courses apply those principles in the working environment. When the results can be seen in the bottom-line, we are even further elated! We are fortunate to often have these experiences, as we follow a blended approach during our training to make sure that the training sticks and that transfer to the workplace takes place. We blend assessments, tutoring, coaching, instructor-lead training, assignments, portfolios of evidence and whatever else might be necessary to achieve the client’s objectives. And it works! The certificate ceremony at SP Media, one of our clients, testified to that.
We are pleased to announce that our training and development offering expanded significantly with the purchase of more than 250 customisable training courses. We should be able to address many of your training needs.
In this edition of the LeMaSa Chronicle we describe the line manager as Talent Champion and show you a few photos of the recent certificate ceremony at SP Media.
The Corporate Leadership Council (2008) has done extensive research on the role of the line manager in talent management. It was found that the business leader’s commitment and effectiveness with regarding talent management determines his/her mindset with regard to talent management. Based on this, four talent mind-sets for business leaders were identified. Those who are both effective and committed represent 19% of the business leader population (Talent Champions). < /o:p>
Those who believe in the importance of talent management, but are ineffective at it, are called Strivers (42% of the population). Those who are effective at, but lack real commitment to talent management, are known as the Half-Hearted (8% of the population). Finally, those who are neither committed to, nor effective at talent management, are called Talent Rejecters and make up 31% of the population.
Strivers are clearly the group most ready to develop into Tal ent Cham pions as they only require an improvement in talent management effectiveness. That said, HR should avoid the temptation to ignore Talent Rejecters. Representing 31% of the population, it is unrealistic to replace this population. Instead, HR must focus on improving Talent Rejecters’ effectiveness at, and commitment to, talent management, as the possible talent outcome rewards are significant.
The Corporate Leadership Council (2008) further identified three main strategies to enhance the business leader’s commitment to talent management initiatives. These strategies are:
· Soft Accountability (up to 19% improvement)—The use of intangible and indirect incentives within the culture and environment (e.g., providing visibility into business leaders’ performance on talent metrics) to influence behaviour;
· Consumability (up to 11% improvement)—The ability of business leaders to understand, access, and use talent solutions when needed;
· Relevance (up to 5% improvem ent)R 12;The development of talent programmes that are relevant to business leaders’ business objectives, processes, and talent management challenges;
· Hard Accountability (up to 11% improvement)—The use of tangible and direct incentives, such as performance reviews and MBOs (e.g., promotion or retention rate).
THE CORPORATE LEADERSHIP COUNCIL. 2008. Creating Talent Champions (Volume II): Best Practices for Engaging Business Leaders in Talent Management. www.clc.executiveboard.com