Talent Management – Maximum Impact with Minimum Spend!
According to the CIPD Learning & Development Survey 2009 the development of management and leadership skills will play a central role in meeting business objectives over the next two years. A key enabler of effective talent development is a clear commitment from the leadership team, while the greatest barriers tend to be the time and cost associated with running talent management schemes. In the current climate, where numerous short-term priorities consume both people and financial resources how can organisations achieve this longer term commitment to talent development?
It appears that the most widely used and effective talent management activities are currently in-house development programmes and coaching (HDA, 2008; CIPD, 2009). In order to develop an understanding as to how to introduce these initiatives into your own organisation it can often be useful to review how successful organisations have achieved this. So outlined below are five key 'tips' from a selection of HDA clients in this area:
1. Return on investment (ROI) - understanding the ROI that can be achieved through coaching and leadership development is central to the success of these initiatives. "Set key objectives at the outset, both quantitative and qualitative, and measure against these throughout the process. This will ensure not only that you stay on track in terms of what you are trying to achieve but also that you can assess the business impact the initiative has made. This information can then be used to positively reinforce any further talent management spend" (Head of Learning & Development, Financial Services).
2. Communicate - the way in which both the benefits and reasons behind introducing the initiative are communicated will have an impact on whether senior leaders buy-in to the process. It is at this point that understanding ROI plays a role. "Talent management initiatives should never be positioned as a remedial action but always as a positive opportunity for individuals/teams, which will ultimately assist in enabling the organisation to meet their key business objectives." (Senior Manager, Manufacturing)
3. Assess for Success - involves both assessing against your objectives as an organisation and the individual objectives of those participating in leadership development activities. In addition undertake rigorous assessment of the coaching provider in advance of committing to the work - references, quality, success factors, etc. (Head of Personnel, Public Sector)
4. Pilot/Trial & Review - often trialling an activity can create demand. "By providing one or two individuals with the opportunity to engage in coaching or undertaking a pilot training session can be a useful means of introducing the concept into the organisation. If all goes well then word of mouth will create demand for further sessions." (Head of HR, Professional Services)
5. Alternative Approaches - think creatively to maximise impact with minimum spend. "Provide key staff members with coaching behaviours training thereby enabling them to coach their own teams. This will facilitate the development of a caching culture across the organisation and can at times be a valuable alternative approach to employing external providers." (HRM, Media)
Talent Management Maximum Impact with Minimum Spend - To learn more about this author, visit Melissa Gallagher's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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