It’s an age-old problem - sticking in the comfort zone of the tried and tested, clutching tightly to tools and techniques just because we have experience of them. But with times rapidly changing, we need to get better at meeting the needs of a disrupted world. Better means bolder – and talent management holds the reins to both.
Lucy Adams, CEO, Disruptive HR
Old beliefs for a new approach
Rather than just criticise the old favourites like Hi-Potential Programmes, and diss the outdated 9-Box Grid, we must offer something new. A future approach, starting with new perspectives on some traditional beliefs:
- "Potential is not a fixed, concrete thing"
Potential is not a fixed, concrete thing. Potential is contextual. It ebbs and flows depending on the individual and organisation’s context. So it needs to be recognised through an equally fluid approach, rather than an annual talent review cycle.
- “Really fab people will always do well”
The insecure-overachievers who got straight A*s and excel at grad scheme assessment centres will always find ways to achieve and get recognised.
I’m not saying you should ignore them – their hunger and ambition needs constant feeding – but they usually find a way of being heard. But what about the majority that languish in the middle of your 9 Box Grid? They may need more attention and effort to do great stuff.
- "We employ grown-ups who are responsible for their own careers"
HR is an enabler but not the answer. Whether we in HR seek control of the talent management process because we’re compensating for poor managers or because we want things to happen, we must relinquish control if we’re going to equip our organisation for the future. Our role is to enable our employees and our leaders to do this well for themselves.
- "We risk backing the wrong horses if line manager judgement is our only determinant of talent"
Any system that is driven by line managers’ subjective views is fundamentally flawed. This is not because they’re rubbish managers (well, some of them are) but because we are all susceptible to rater bias. Be wary of backing the wrong horses.
The shape-shifting of external factors
I’d also like to offer some thoughts on the factors that ought to shape our approach to talent management to make it relevant in a disrupted world and as these are well documented by academics who know much about this stuff than I do, I’ll keep it to headlines:
1. We have flatter organisations (25% flatter apparently). The traditional climb up the managerial ladder isn’t as obvious and available as it once was.
- Life longevity, better health and poorer pensions mean more people can’t face 30+ years of daytime TV. They want/need to carry on working. Lynda Gratton’s “100 Year Life” puts forward a brilliant fresh perspective on the need for less linear career trajectories and have instead the ability to dial up and down as we move through our careers.
3. While I don’t necessarily buy the whole “Millennials want to move jobs every 5 minutes” thing, there are more varied employment options now. Staying as a permanent employee for 40+ years is a lot less likely.
4. Artificial Intelligence is not taking many knowledge-based jobs yet. But it will. When it does, HR will undoubtedly need a re-think.
So what does this brave new world of talent management look like?
Talent communities. HR will need to extend its talent attraction and management scope. Gain insights into the capabilities, aspirations and availability of people outside companies to provide the necessary injection of talent. This is a big stretch for us and we aren’t yet geared up to cope with this extended reach. But it will be essential if we’re going to be able to deploy talent at the pace that’s needed.
Focusing on the majority. Gone are the programmes that seek to cream off the top and give them everything. Focus will be on the majority of employees increasing their performance and potential. HR cannot hope to do this on its own and will therefore have to refocus its efforts on creating the conditions where this can happen (readily available information and insights, ease of movement, etc) and equipping line managers with the ability – and also the incentives – to do it well. How many of us genuinely celebrate the leaders who are net exporters of talent and frown on those that hang onto their people?
Process-lite. Cumbersome processes that take months to complete will disappear. Individuals will have career conversations rather than an annual performance review. They’ll demonstrate how they’ve grown not by some complicated form but through their CV or LinkedIn profile. Emphasis will be placed not on categorising talent but creating opportunities for growth and movement.
From competency bingo to strength building. Instead of a rigid set of competencies that have to be ticked off, focus will be on understanding peoples’ strengths and the unique contribution they can make. Organisations, teams and roles will change and flex to accommodate these strengths not the other way round. Sound like an impossible dream? Naive? Not when you consider that much of this is already happening in some organisations. Whether it’s Zappos’ approach to talent acquisition, LinkedIn’s career paths or Aviva’s strength based recruiting, HR is questioning the traditional talent management methods and finding new ways of meeting the needs of a disrupted world. It’s time for something different. It’s time to experiment.
Below is a summary of my “Old versus New Talent Management”. See where you can try and experiment. See where you can be different.
About Lucy Adams
Lucy Adams is the author of “HR Disrupted: It’s time for something different”. As the ex-HRD at the BBC, Lucy brings her beliefs and practices into her work as CEO of Disruptive HR. Published in January 2017, HR Disrupted is already a best-selling book on HR, topping the Amazon charts. Her book addresses some of the biggest challenges facing leaders and HR today and is packed with practical ways to innovate HR’s approach to leading people in a disrupted world.