Every leader who asks for headcount needs to be able to make a sound business case that ties the new headcount to executing the corporate or divisional strategy. Start by making sure you know who is making the headcount decision, and make your business case with that person in mind. Since a group of executives above your manager is likely making the call,
We don’t often post our own personal photos, but there are some moments worth sharing and celebrating.
Topics: In the News
DEFINITION: Talent Risk Management (TRM) is the process of assessing your current technical/professional capacity [i] compared to the expected three- to thirty-six-month demand, aligning your organization around which risks are a priority, and then taking mitigating action to level workloads or transfer knowledge and skills to reduce the highest risk. It uses detailed, targeted data to monitor your talent risk profile and tune the makeup and readiness of your team. It means the financial impact of your risk at any time is known. It means you can say with justifiable confidence that you have enough of the right people with the right skillsets in the right place at the right time to stay productive, innovative, and competitive.
As I mentioned in a previous post, my new book on Managing Talent Risk (release Spring 2017) will showcase my recent work in the young, burgeoning field of talent risk management.
Topics: Talent Risk Management, knowledge transfer blog, knowledge transfer, managing talent risk, talent risk mangement definition, definition of talent risk management, talent risk management process
I was recently visiting a major university. Their IT department is in “transformation” and it’s stuck. The new director has 167 people reporting to him. He and his second in command are dumbfounded because they’ve been leading this team for over a year, and the team refuses to take on the new way of doing things. Despite formal training, team building exercises, and regular meetings to try to solve problems, the long-time employees he inherited have successfully dug in their heels and made it impossible for him to move the transformation forward.
Over the past few years, I’ve been working with more and more clients to mitigate their talent management risk by directing them to look at The Big Picture Questions. I've talked about the Big Picture in previous posts, and as it has gained importance in our work, I wanted to rerun the original post:
The Senior VP of Marketing for a major retailer recently came to me with a change management issue. Her company had seen huge growth in the last ten years and was still adapting to the fact that they are now a 2 billion dollar business.