By Corporate Executive Board
A consultant to refocusing govt at the 5 expertise actions that topic.
Read Online or Download Becoming a Talent Champion: Refocusing Executives on the Five Talent Activities That Matter PDF
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A advisor to refocusing govt at the 5 expertise actions that subject.
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Extra info for Becoming a Talent Champion: Refocusing Executives on the Five Talent Activities That Matter
Despite the compelling financial returns, Corporate Leadership Council (CLC) research shows that only 19% of senior executives are committed to, and effective at the talent management disciplines necessary to achieve these outcomes. ” The Business Case: Driving to Better Talent Outcomes Matters Impact of Key Talent Management Disciplines on Business Revenue and Profit Average Impact = 7% for Revenue, 6% for Profit Source: CLC Talent Management effectiveness Survey; Corporate Leadership Council research.
4. Hold Your Teams Accountable for Talent Outcomes Roughly 95% of surveyed executives have specific talent-related performance objectives. Unfortunately, this “hard accountability” of performance- based objectives is a necessary but insufficient means of building your team’s commitment to talent management. Modify your executive team’s incentives in three simple ways to increase both their commitment to and performance at talent management. First, it is important to combine “hard” performance objectives with more “soft accountability,” such as publishing and publicizing benchmarks on executive or team talent outcomes.
Getting better results does not require more time, just more focus. Understandably, many executives worry that they cannot aff ord the time it takes to be an effective talent manager. Fortunately, getting better talent results is not a factor of time spent; Talent Champions spend no more time on talent management than less effective managers. What distinguishes Talent Champions is their focus on a narrower, more strategic set of talent activities; they focus on the right activities not simply more activities.