In 2011, as the interim Global Talent Management Leader for
Equifax, I wrote a position paper advocating a holistic approach to talent
management and the talent pipeline. I
believe that Talent Acquisition, OE/OD, Learning and Development and
Hi-Po/Executive Development must work succinctly in order for there to be a
healthy pool of qualified talent in an organization. Ideally, those functions should sit under one
umbrella, reporting to one leader.
Organizations that choose to separate the functions lack clear
accountability for the talent pipeline and are more prone to concentrate on
their area of responsibility instead of looking holistically at talent.
Further, it is at the transition points in the pipeline
where OE/OD and Talent Acquisition can have their greatest impact; hiring
candidates with the right skill set and setting expectations for leaders as
they progress through the pipeline.
Learning and Development, Hi-Po and Executive Development have their
greatest impact shoring up and supporting the newly discovered skills of
leaders who are progressing through the pipeline.
Here is a visual that represents that point of view, mapped
against Ram Charan’s Leadership Pipeline.
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