Kevin responds to an article feature in the Harvard Business Review on the Talent agenda — a subject close to his heart.
This article from HBR has the Talent agenda on the front page - an interesting development since The Economist has also listed talent as one of the Top 3 drivers of success as we (hopefully) exit the recession. While HBR is really looking at it from a strategic management and process perspective, it's interesting to pick up on three things that come out of the article:
1. The three critical drivers of retaining and maximising 'high performers' - 25% of whom plan to leave when the economy recovers - are (a) Ability; (b) Aspiration; and (c) Engagement. All three must be present. Up to 70% of assumed "high performers" lack all three of these. The implication is - how do you ensure your selection process (including your employer brand) and ongoing talent management approach makes it crystal clear what the deal is before, during and indeed after the employee joins you? It's all about communication.
2. Failing to 'Join Things Up' - specifically linking employee contribution to corporate performance - is one of the critical mistakes. Again, this has some process implications but more importantly is a communication task.
3. Nearly all of the 'Do's and Don'ts' are driven by communication and engagement - not process and programme solutions.
So in short, communication and engagement in the next 6 months with those people who can make the greatest contribution to your business in the coming 3 years is going to be pretty critical, don't you think? What are you doing about it?