I’ve been working in the construction and property
industry for some time now and it got me thinking about effective talent
management being similar to the creation of a safe, sturdy building that is fit
for its intended purpose and lasts well into the future.
A building with no foundations will not be a building
for long, foundations with no building will never fulfil the ultimate purpose
and will lay dormant with no impact (apart from looking ugly and wasting money).
The same applies to any talent strategy: it needs
depth, purpose, a solid foundation and a measurable impact or it will fall
Sometimes the value of talent management is
underestimated but when it works well people feel engaged with their employer
and its brand, they feel valued for their contribution and they are given space
to grow. With people being the biggest asset we have, surely talent management
Thinking about it another way, huge business
catastrophes have taken place when people potential is focussed in the wrong
way. Sure there are other elements that come into play but the way people feel
about their employer, the way they are developed, how they are rewarded, the
culture and values that underpin the business has an impact on actions.
The event that springs to mind for me is Nick Leeson
and the fall of Barings. I was only a child at the time but my dad worked there
and I distinctly remember the news, the one man taking down a bank. Did this
have to happen? Could this be an example of mismanaged talent? How was his ego
allowed to get out of control? Why did he feel untouchable?
I’m a people person and love working to help people to
achieve their potential but I also believe that what I and other talent
professionals contribute has a tangible business impact. We ensure
the value of people is placed equally alongside the value of profit and in my
opinion one can’t exist without the other.