Becoming a Talent Champion: Refocusing Executives on the by Corporate Executive Board

By Corporate Executive Board

A consultant to refocusing government at the 5 expertise actions that topic.

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Becoming a Talent Champion: Refocusing Executives on the Five Talent Activities That Matter

A consultant to refocusing government at the 5 expertise actions that topic.

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Additional info for Becoming a Talent Champion: Refocusing Executives on the Five Talent Activities That Matter

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Finally, ensure executives are enabled to implement their talent plans and pursue key talent activities. In addition to making sure executives help to set their own talent objectives, ensure they have the resources and control necessary to achieve their goals. For example, removing barriers to employee movement and providing flexibility in hiring will help individual executives and teams achieve their goals more efficiently. It is most important to require the strong collaboration with and support of HR when clarifying talent goals, streamlining HR policies, and providing fl exible solutions as talent management challenges emerge.

While HR plays a critical role in managing key talent activities like performance management, compensation, and training, HR should not be overlooked as a key partner in building a more strategic approach to talent management. Talent Champions rely on their HR organizations as a key partner in designing and implementing workforce and succession planning. HR business partners and specialists are not only trained, but also experienced in managing these processes effectively across diff erent organizations, teams, and circumstances.

An effective talent strategy is characterized by a strong workforce and leadership succession plan. These plans should, even for your seniormost manager team, assess future talent needs, estimate potential labor supply constraints, and establish the required “build or buy” plans to secure critical talent resources. A strong succession plan will not only identify successors for each critical role in the enterprise (a minimum of two successors per position), but it will also include detailed development and career plans for these staff members.

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