My Zircon Work Experience June 2012 was my first real experience within a Psychology consultancy since completing my BSc Psychology course. My aim was to assess whether I would want to complete an MSc and pursue a career in Organisational Psychology. Not knowing what to expect, there was of course a sense of nervousness but I can safely say that this experience has proved to me that not only that I want to pursue a career in Organisational Psychology but also why Zircon truly is an award winning company. » Read more: My Journey towards being an Occupational Psychologist
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. » Read more: The Future of Talent Management: Key Findings Part 6
At Zircon Management Consulting, Dr Amanda Potter and colleagues specialise in managing talent and providing solutions to organisations on how they can best develop and retain their high potential individuals. A recent article in the Harvard Business Review (HBR) identified how the retention of high potential individuals can be difficult for organisations. They suggested that the two main reasons for this include: » Read more: Do Leaders know how to manage their most valuable asset – their people?
Capability Models are aligned to business objectives, goals and strategies and they describe the high potential behaviours that add the most value for the organisation.
In part Seven of this series of blogs summarising our 2012 findings into the Future of Talent Management.
In the majority of cases, Competency and Capability Models (CCM) form the basis of a Talent Model. 85% of Leaders said that their CCM is aligned to business objectives, goals and strategies. A similar percentage of Leaders (86%) claimed that their CCM describes the behaviours that add the most value for the organisation and 63% of Leaders said that there is a relationship between their employer brand and their TM strategy. See figure 2 for a breakdown according to Talent, HR and the Business. » Read more: The Future of Talent Management: Key Findings Part 5
At Zircon we believe that in order for organisations to be truly successful, it is important to have a clear and consistent recruitment strategy, which links strongly to the organisations future vision, values and global competencies. However achieving this, particularly in large and complex organisations, is not an easy feat. A good place to start is by identifying, reviewing and auditing the assessment tools and processes currently being used across the organisation. » Read more: Auditing Assessment Processes
At Zircon we use our sound psychological knowledge and business expertise in order to provide our clients with the support and advice they need to develop and grow their leaders for the future. One way in which we do this, is to provide executive coaching, to prepare leaders for a change in role or career direction.
According to Michael Watkins, author of The First 90 Days: Critical Success Strategies for New Leaders at All Levels, there are ten key strategies, for managers and leaders to use to help them when transitioning from one role to the next. We have found that the following 10 strategies proposed by Watkins very useful when coaching clients in a new leadership role: » Read more: First 90 Days Executive Coaching – 10 key Steps
Organisations are shifting from competency to capability models.
Here is next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.
What is organisational capability? Ulrich and Smallwood (2004) defines it as “the firm’s ability to manage people to gain competitive advantage…” (page 8). According to Ulrich and Smallwood (2004), to establish organisational capability, “the business must adapt to changing customer and strategic needs”. They should do this by “establishing internal structures and processes that influence its members to create organisational specific competencies.” Employees therefore become “a critical resource for competitive advantage” (page 8). » Read more: The Future of Talent Management: Key Findings Part 4
TM strategies are not communicated effectively across the whole organisation.
In part three of this series of blogs summarising our 2012 findings into the Future of Talent Management.
Only a small percentage of organisations communicate their TM strategy openly. Less than 20% of the Leaders said that TM strategies are openly communicated. A further 35% of organisations communicate the TM strategy from top down and the remaining 45% said that the TM is communicated inconsistently or not at all. » Read more: The Future of Talent Management: Key Findings Part 3
How accurate were the ABP Psychologists and Consultants in predicting the Zircon Talent Management Results?May 24th, 2012 by Amanda Potter No comments »
Dr Amanda Potter and Sarah Linton, presented the results of the Talent Management research at the 12th Annual ABP Conference last Friday. It was a lively and interactive debate throughout with open challenge and discussion. At the beginning of the session, Amanda and Sarah asked the 55 delegates, who consisted of mainly Business Psychologists and HR Consultants, the following “What percentage of the 150 HR, Talent and Business Leaders who participated in the Zircon research said ‘yes’ to the following questions?”
- We have a Talent Management strategy
- We have a clear definition of Talent
- I understand our Talent Management strategy
- We openly communicate our Talent Management strategy
- We measure the ROI (return on investment) of our talent management practices.
TM strategies are not consistently applied across organisations and are therefore not being embedded in the mindset of their employees.
In part two of this series of blogs summarising our 2012 findings into the Future of Talent Management.
The survey results suggest that whilst an organisation may have a TM strategy it may not be supported by a consistent implementation strategy. 50% of the Leaders said TM initiatives are consistently applied across their organisation, however only 34% believe that the TM strategy is being embedded in the mindset of their employees. » Read more: The Future of Talent Management: Key Findings Part 2