There are more than 50 million articles that include Talent in their search terms according to Google. The articles include definitions and information about attracting, retaining and rewarding and, of course, the importance of engagement in maximizing the contribution Talent makes to organizational success.
Why add another voice to this already overwhelming amount of material?
In my research into workforce talent and in particular Key Talent – those people critical to the achievement of organizational success – I didn’t find what I was looking for. I wanted something that goes beyond theory and statistics about what is important. I wanted innovative practical ideas and examples for today’s complex environment where:
- profitability is dependent on attracting and retaining, and obtaining maximum return from each individual;
- the extent of the individual’s capacity isn’t easily discerned, and
- subjective factors like engagement, satisfaction, and appreciation impact motivation and productivity.
Because I didn’t find what I wanted I went to work on creating it.
Over the next few weeks, I will share some of my thinking about human resource management in the Talent Era in a series of white papers. The first one, which can be accessed through the following link, provides background and sets the stage for the practical approaches provided in the following papers.