Establishing a Talent Management Baseline for Breakthrough Productivity

As the economy continues to gain ground, organizations are faced with the risk of unprecedented turnover.  Years of downsizing have left many workers disengaged, mistrustful of leadership, and generally burned out.  A recent survey illustrated the fact that 55% of employees feel they cannot handle their current workload and the resulting stress much longer.  From an organizational development viewpoint, this unsettling situation threatens the foundational competitiveness of many firms, fore it is the best and the brightest that are the most mobile.  The collaborative challenges of leading a multi-cultural and multi-generational workforce, in an ever-accelerating environment, only exacerbates the threat.

Let’s face it, traditional approaches to leadership development have fallen far short of their promise.  With enterprises investing $50 billion a year in leadership development, you’d think we’d see better results, yet only 1% of 5,560 executives assessed (McKinsey Quarterly, July, 2011) scored excellent in key competencies.  Nearly nine out of ten score below average.  The fact of the matter is, behaviorally-based approaches to leadership development only treat the symptoms of poor leadership, blindly missing the causal elements that differentiate mediocre management from inspirational leadership.  Even worse, these traditional approaches to talent management are failing to identify upwards of 65% of high potentials.  All of these factors are combining to create the perfect storm for many companies.  With the speed of business and demands for innovation what they are today, committing a misstep in talent management can be fatal…and there no longer exists even a modicum of time to respond.  If you get blindsided by this today, you may not be around tomorrow.

Here’s a short, video white board describing how leveraging the state-of-the-science findings from the field of affective neuroscience, along with incorporating targeted, demonstrated high performer competencies (in today’s volatile world), can anticipate this coming wave of disruption by creating a quantitative, talent management baseline that aligns with the demands of the day.

© 2013, Terry Murray.


May 1, 2013 · 4:07 pm

2 responses to “Establishing a Talent Management Baseline for Breakthrough Productivity

  1. Great white board. Nice tempo and content. Brains need to be rewired.

  2. Jan Benedick

    Very useful information. Unfortunately I have found that alot of leaders in past work place environments were really not leaders at all just people who had been around long enough to be promoted. Now in the voluntering side of my life it is also evident that the leaders do not know how to effectively deal with strong personalities who are overbearing and additionally either mentally ill or physically ill people who want to dominate others and tend to be bullys or mean and demanding. I recently had 2 experiences where I had to tell them I was willingly volunteering my time and that this was not a job and they were not my boss. I was verbally than berated. I do not intend to give up tho because I do believe this is a good cause and will untimately help in my Real Estate career with those who will get to know me and like what I can do for them in the future.

    I agree with Dan. Brains definitely need to be rewired.

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