I've been visiting quite a few clients recently to discuss their talent needs and gain some better insight into their current practices. In a few cases, I have encountered clients that have managed to develop a very robust process in a particular area. To some extent, this process, whether it was talent acquisition or performance management or any other component, came to define their approach to talent. Like an exceptionally tall tree in the forest that blocks out the light for the other trees to grow, these areas of towering HR strength had led to other aspects of the talent system wanting for more development. So while there was exceptional strength in one regard, the entire system as a whole was not performing anywhere near its potential.
So, does your company have a current practice that it invests in and has grown to the extent that other equally important and vital practices might have become overlooked and are now in need of more development?
Thursday, November 19, 2009
Monday, November 2, 2009
- The Seven Saving Graces for Managers http://bit.ly/463TTF
- Interviewing Right: How Science Can Sharpen Your Interviewing Accuracy http://bit.ly/2QprFM
- Global Talent Management: Using Learning Agility to Identify High Potentials Around the World http://bit.ly/3mafKu
- Ready. Set. Recovery! Are you ready for the hiring realities of 2010? http://bit.ly/22UnvN
- How Adding Factors, Clusters, and Stallers and Stoppers Leads to Better Interview Results: Interview Architect® Usage Guide http://bit.ly/QjEnp
- Business India interview http://twitpic.com/rze5l
- Human Resource Online http://humanresourcesonline.net/news/16565
- Economic Times interview http://economictimes.indiatimes.com/Fighting-blind-spots-in-leadership-George-Hallenbeck/articleshow/5298553.cms
- Unlocking Potential: Understanding and Applying Tools to Identify and Develop Learning Agility http://www.lominger.com/pdf/LrningAglty_UsgGde.pdf
- Getting Started with Assignmentology http://www.lominger.com/pdf/Assmntlgy.pdf