The Future of Talent Management: Key Findings Part 6

June 29th, 2012 by Sarah Green Leave a reply »

There are multiple definitions of talent, however most Talent Models consist of Values, Capabilities, Potential and Aspirations.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

When explicitly asked about the content of their talent models, Leaders stated that their talent models focus mostly upon Values, Capability, Potential and Aspirations (more than 45% of models). Leaders also stated that their talent models were less likely to focus on IQ, Emotional Intelligence (EQ), Strengths, Personality Preferences or Motivation (less than 40% of models). See figure 3.

Despite this, EQ or elements of EQ were recognised as key for exceptional leaders within the qualitative analysis. Other behaviours and skills recognised as important for talented Leaders within the qualitative analysis were:

• Accountability
• Living the values
• Moving at pace
• Delivering results
• Innovation
• Business results orientation
• Strategic focus
• Customer orientation
• Building effective partnerships
• Intercultural sensitivity
• Leading others
• Leading change.

According to Fernadez-Araoz, Groysberg & Nohria (2009) “most companies rely on a leadership competency model to help define the attributes they want in managers. These models typically emphasise generic leadership skills such as strategic thinking and articulating a vision, as well as abstract character traits like courage, humility, and drive” (page 78). We believe that if organisations combine these with the future strategic goals and requirements of the business they will have a perfect Leader for the future.

Our research therefore suggests there is no cohesive Talent Model or agreement about what factors underpin talent or are important in maximising talent. Whilst Values, Capability, Potential and Aspirations are important, there is an opportunity for organisations to firstly conduct more robust, future focused research and secondly, combine this with existing talent research and best practice. This should then enable organisations to identify the critical factors required for assessing, developing and retaining talent for the future.

Look out next week for Part 9: TM strategies are responsive to external market conditions, but they do not show how they are different from their competitors.

For further information please contact: Dr Amanda Potter 01737 555 862. Reference: Talent Management. Copyright © 2012 Zircon Management Consulting Limited. All rights reserved

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