© 2014 Lisa Prior
Change is messy, and today’s economy is forcing many organizations to rethink their business strategies and markets. Budgets are getting tighter. Competition is growing. Emotions are running higher. Some days it feels like spaghetti against the wall.
Now is the time for Human Resources professionals to bring clarity and connection between talent development strategies and the bottom line. How can you see opportunity in the chaos? How can you conceptualize an approach? How can you communicate in simple, plain language that engages leaders from the C-suite to the line?
How do you pull it all together so it doesn’t feel like spaghetti against the wall?
Talent Development: The problem
You’re struggling to improve the ways in which you communicate with and engage line managers in talent development – and you’re not alone.
Recent data confirms that HR professionals are struggling to communicate the connection between HR activities and the things that business leaders pay attention to: business drivers, goals, and performance.
Talent Development: The solution
Being a strategic partner means that you must be proficient in conceptualizing and communicating strategies that advance business drivers and goals. At a high-level, four concepts will help you put this into practice.
Concept #1: Know the key business drivers that your company’s talent development strategy needs to advance.
Business drivers are the key areas of focus that drive company performance: they represent the company’s perspective on what should be measured and managed. Examples of business drivers include:
Each company and its management team has its own unique drivers. To communicate the connection between them and your talent development strategy, begin to answer the following questions:
Concept #2: Identify key roles and competencies.
Key roles include responsibilities. Competencies are the skills, knowledge and behaviors causally related to business success. Questions you can ask include:
Concept #3: Create a talent development concept.
Start with the big picture in mind.
Concept #4: Create visual tools.
Let’s face it: a lot gets thrown at line managers. Responsible for executing, line managers also have to think strategically about talent development. To help them, ask: