4 Essential Elements of Talent Management (Part 1)

Following 20 years at a large Canadian telecommunications firm, Bruce established the project management consulting firm Solutions Management Inc (SMI). Since 1999, he has provided contract project/program management services, been a source for project management support personnel and created/delivered courses to over 7,000 participants in Canada, the United States and England.

I’ve been fortunate to have had a career spanning a wide variety of people management roles. My introduction to managing a team came early when I was thrust into an “acting manager” role when my boss unexpectedly took three months of leave. I suddenly found myself scheduling staff and taking escalations from what had been my peer group. I’d had no management training and frankly just did whatever I could to keep the operation running while waiting for my manager to return.

Through the years, permanent promotions led to managing teams of unionized technical resources, leading functional managers who had direct-report staff, developing a large team of project managers and—like all project managers—organizing and directing matrix project team members. It has only been in the relatively recent past that the process became known as talent management.

Wikipedia defines talent management, in part, as: “the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management.”

This first of my two articles takes a practical look at the first two of the four primary elements in that definition.

1. Recruit (“to make it …

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"I have never met a man so ignorant that I couldn't learn something from him."

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