Gary Melling Gregory Bodenhamer PeopleNology Whitepaper Interesting article provided by Gary for any business owner

Introduction

PeopleNology GregoryBodenhamer@Live.com

One of our current client engagements is working with a prominent US Bank. Internal benchmarking and formal employee surveys suggest that within 5 - 10 years up to 40% of the bank's work force will be eligible to retire.  The scope of this engagement is a Talent Management Program with the following constituent projects: i) Attraction and Retention, ii) On-boarding and Orientation, iii) Workforce Planning, iv) Performance Management, v) Leadership Development, vi) Succession Planning, and vii) a formal Change Management program to be the "glue" that binds it all of the previously mentioned 6 projects together.

These same metrics and workforce dilemmas are staring many Boards and Executive teams right in the face, not just in the US or Canada, but around the world. Given the demographics of most organizations (e.g., the Greatest Generation, Baby-boomers, Gen-Xers, Gen-Y/Millenials, etc.) it is important to know what drives and motivates these specific segments of the workforce thereby identifying the catalysts for building effective and efficient programs, processes and tools to keep existing employees longer while using that same information to attract the "talent of the future".

Talent should be thought of in very broad terms; not just employees but contractors, consultants, suppliers and even competitors. Business intelligence, awareness of the market place and the willingness to take calculated risks in the "war for talent" will be a decisive element of determining who is winning at any given time.

Client confidentiality prevents me from providing too much detail, but that said, this two part Whitepaper series offers a comprehensive and holistic look at the kind of tenets an exemplary Talent Management program should be approached and include how those components should be sequenced and prioritized - from identifying and attracting to deploying, developing, tracking, evaluating and exiting talent from any organization.

While this Whitepaper originates from a UK-based think-tank (the Chartered Institute of Personnel and Development (CIPD)), it does include heady references to specific work done at Cargill, work that if read with an open mind could be easily applied to any organization, large or small in any sector or market.

Please enjoy Part 1 of this two part series. As usual, our goal in providing these Whitepapers is to present reading and resources that are both interesting and useful - ideas that should be modified/applied in the context of your organization.