If you had one of those days recently (as I certainly have!) just think, it could be worse – at least you are not risking your life earning a living.
Following on from my last post about the reward culture in the financial services, I saw this interesting post from Rob Briner – never had viewed the problems to the psychological contract from a not for profit perspective, though as he says they are evident when one takes a moment to step back and look at the situation.
I saw a recent visible example of how talent can be managed to its fullest for the benefit of an organisation and its aims. However due to its nature am worried it might seem totally irrelevant to readers but will reveal all at the end of this post- but stick with me, I think I have a point on this one!
The CIPD is, along with the rest of the industry seemingly, pushing the idea more and more. But what of those who feel disenfranchised from the process, those who are not considered the talent?
I think the keys are communication and equality. If the processes are publicised so all parties are aware of what is required and regulated so that there is a real feeling of partnership between management and staff, introducing it should be less problematic. However it seems as though recent evidence suggests that employers are finding the balance between the two difficult- as suggested from this recent article in People Management.
But surely there are more areas to consider when implementing such projects? Absolutely- here is some ideas from HR Zone of what to consider.
In the meantime, what was the organisation that was a shining example of talent management in action? Well the case in point shows how by aligning your strategic goals with everyday work practices, whilst at the same time investing in developing your ‘talent’ can have pretty exciting results. Apologies who have no interest in the subject area but I truly believe that this was an example of talent management in action– and here is a bit of background to how it came about.