talent and potential
Conscious Capitalism reports that globally 88% of people feel they work for a company that does not care about them. When people feel unloved they do not bring their whole self to work. Instead of fully using their 'talent' they have 'latent' abilities. Their capabilities and potential are not fully developed, nor expressed and therefore maximum contribution and value creation is denied.
Let's stop getting talent management the wrong way around and start treating talent as talent.
Nurturing and challenging people to create and innovate is needed for business and economic growth. A reputation as an enterprise that cares is what will attract top talent.
You are clear on the direction you want to take your business and have selected people with the right talents to grow your business. Great! Now it’s time to understand:
- Who are your future leaders?
- What are their cognitive abilities and personality traits?
- What exactly is their potential? Who exactly has the potential to move into more senior roles and in what time period?
- How far can you stretch your talent both now and in the future?
- How are they likely to be best managed?
- What ideas do they have for value-add and innovation?
- What roles and development opportunities should you be providing over the next five to ten years to make the most of their potential?
- What is their risk profile in terms of intention to stay, contribution, advocacy and burnout?
- How can talent risks be mitigated to obtain a healthy ROI on talent investments?
- Is there a good role-fit for your people?
- When might it be the right time to encourage people to seek development opportunities elsewhere?
- How can we honour people and help them make a dignified exit?
If you are interested in exploring the range of programs and tools we use to develop and manage talent and support career development then click here.
If you are interested in how we assess potential of talent to move into more senior roles then click here for a one-page overview.