As general conditions that surround the stadiums within which companies carryout their business change, company leaders are faced with the need to adjust their business strategies. They apply methodologies and conduct offsite meetings that lead to in depth discussions on what can be done and what is the best possible course of action to achieve better outcomes. Sometimes the discussions and meetings happen in-house, so to speak, at other times, discussions and meetings occur with the external support of a leader or facilitator; however, no matter the venue or method, invariably a key question is missing: Do we, as leaders of this organization given the current situation, understand the talent gap that exists in this organization that will enable us to implement a new business strategy?
Many, even most, companies miss this question, and hence, do not prepare to identify and fill the strategic talent gap. Thus, after of a short period of strategy failures or shortcomings, they find themselves searching for reasons, and developing convoluted answers, to explain why things are not working. In reality, they are not working due to: TALENT OVERSIGHT.
Talent oversight has several dimensions to it: absence of a strategic talent management approach (numbers are more important than people); lack of strategic focus on talent (outdated Human Resource techniques and tools assess everything as “one size fit all”); and the existence of narrow minded feedback scope (performance evaluation deals with the past not the future).
What can we do to help company leaders to overcome their talent oversight?
Talent Oversight
0As general conditions that surround the stadiums within which companies carryout their business change, company leaders are faced with the need to adjust their business strategies. They apply methodologies and conduct offsite meetings that lead to in depth discussions on what can be done and what is the best possible course of action to achieve better outcomes. Sometimes the discussions and meetings happen in-house, so to speak, at other times, discussions and meetings occur with the external support of a leader or facilitator; however, no matter the venue or method, invariably a key question is missing: Do we, as leaders of this organization given the current situation, understand the talent gap that exists in this organization that will enable us to implement a new business strategy?
Many, even most, companies miss this question, and hence, do not prepare to identify and fill the strategic talent gap. Thus, after of a short period of strategy failures or shortcomings, they find themselves searching for reasons, and developing convoluted answers, to explain why things are not working. In reality, they are not working due to: TALENT OVERSIGHT.
Talent oversight has several dimensions to it: absence of a strategic talent management approach (numbers are more important than people); lack of strategic focus on talent (outdated Human Resource techniques and tools assess everything as “one size fit all”); and the existence of narrow minded feedback scope (performance evaluation deals with the past not the future).
What can we do to help company leaders to overcome their talent oversight?