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human talent management
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human talent management
Discuss workforce management, performance management, retention, communication, motivation, contributing to business results and other topics.
Does anybody have any experience with human talent management?
More specific:
1. How do you recognize talent?
2. How do you match talents with tasks?
3. How do you develop talents?
4. What are t
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Forums » Topic Forums » General Forum » human talent management
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human talent management
posted at 6/22/1999 1:39 PM EDT
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Posts: 5
First: 6/22/1999 Last: 8/12/1999 |
Does anybody have any experience with human talent management?
More specific: 1. How do you recognize talent? 2. How do you match talents with tasks? 3. How do you develop talents? 4. What are the conditions in terms of structure, culture, systems, strategy, personel and the role of the management? If anybody could give me any feedback on one of these questions it would help me a lot. Dick van der Ben. |
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human talent management
posted at 6/22/1999 9:26 PM EDT
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Posts: 99
First: 6/22/1999 Last: 12/11/2001 |
There are lots of signs to recognize talent:
1. Does the employee already have an inherent talent - speaks/writes another language, ability to draw, has a good speaking voice 2. Look at the people's resume for what they do on the outside: leader of an organization or group (ie, Little League President, volunteers with children), teaches classes in other areas, sports minded 3. What does the employee volunteer to do at work or ask to accept new responsibilities? Ie, he may be in operations but has good customer service skills, a secretary but volunteers to help with putting together marketing materials because she can do graphics, offers to train other staff in software applications, etc. 4. Observation. In what areas of their job does the employee excel? There is always a couple of "hot" areas that an employee does well at. Develop talents Is your organization open enough to allow cross-training or sharing of responsibilities to develop these talents? Do you provide employees the opportunity to attend seminars or classes to improve these skills - ie, if a good speaker then they go to Toastmasters to increase their ability to speak in front of crowds. I had one sales manager that always felt he wanted to go into management but his people skills were very poor, he had difficulty getting along with staff. His bright side was that he knew his product, was very skilled at meeting clients and selling it so we focused his attention more in the sales arena and rewarded for that instead of making his career path towards management and rewarding him in that area. Speak wtih the supervisors of the staff to get a feel of what they think people's talents are. Conduct a "fantasy" survey of your employees - ie, if they could create their own job within the scope of the company business, what would they do? Have them explain what skills do they have to do this fantasy job. Listen, observe and speak to the employees. Some people stay quiet until you happen to hit a "hot button" and then they come alive. You'll open up a lot of doors that way. |
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