Gerald Gibson Human Capital Advisor
Gerry has held senior level roles with board involvement and global accountability for leading, coaching and developing Talent, Change Management and Organizational...
Agile Talent Management
As we explore the importance of helping companies evolve into a more “agile, nimble, and responsive” work environment, here are some practical thoughts on moving in an “agile” direction.
We know that one size does not fit all. But we’ve found that companies and teams who objectively examine how they operate and how those behaviors align with the culture shifts tend to add value and enhance their business results.
Agile
Attuned to the changing employment marketplace (industry–specific) and how that will impact talent imperatives and are able to stay on top of it effectively
Vigilant on maintaining up-to-date competencies and what will drive people’s success and align with changing market needs
Don’t allow rigid processes to get in the way of progress
Open to creative and unique approaches to getting-growing-and keeping top talent
Appreciate what is changing in the “new normal” and be able to adjust accordingly
Understand what it will take to get-grow & keep great talent without adopting
an overwhelming administrative burden
Understand and able to quickly tap into creative talent acquisition sources
Invest in automated systems to enable agile decision-making and actions
Transparently align performance management & rewards with talent strategy
Traditional
Focus on “Job Descriptions” rather than what defines success in a role
Don’t leverage Talent Review and Performance Management data to help drive talent management decision making
Do things because “it’s the way we’ve always done it…”
Allow compensation administration to drive people, performance and talent strategy decisions
Focus on “reactionary replacement planning rather than proactive talent review and workforce planning
React rather than stay proactive and tuned into talent needs and priorities
Tend to rely on outdated analytics and doggedly comply with “legacy” HR Policies and Procedures
Leaders begrudgingly comply with the process and don’t feel accountable for being engaged and making it work
If you would like to learn more about how Endeavor Management may be able to help, please feel free to reach out to Gerry Gibson at ggibson@endeavormgmt.com
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