Our client organisation adopted a talent management framework to deal with competitive reality in this raging war for talent. In spite of these efforts, the organisation had experienced high turnover amongst their management cadre. Consequently, the client commissioned an independent study to understand these turnover reasons and to generate action plans to mitigate this human capital risk.

Our locally validated employee engagement model provided a framework for the collection and analysis of data. The employee engagement survey was structured to elicit a thorough understanding of the management talent challenges and formed the basis for developing the Talent Engagement Strategy and Implementation Plan. At the heart of talent management is the employee value proposition (EVP). Focus groups were conducted to uncover the elements of EVP to attract, commit and retain management talent.

Reward and development are often overlooked as reasons to have a performance management process because they don’t solve immediate problems. The impact on motivation is even more neglected as a reason to manage performance because it is a ‘down the road’ consequence and it is not visible (unless you measure it). If we were all highly concerned about ‘down the road’ consequences, more people would stop smoking and drive more carefully! I touched on the subject in my last post when I indicated that a lack of reward and development impact morale, but I would like to unpack this a little more.

From 'In Good Company:  Vault's CSR blog'

http://www.vault.com/wps/portal/usa/blogs/entry-detail/?blog_id=1462&entry_id=11721

Reward and development are often overlooked as reasons to have a performance management process because they don’t solve immediate problems. If you set goals and direction for your employees you immediately have something that you can use to benchmark someone’s progress. It is an instant solution of sorts. Reward and development are more long-term reasons for performance management. If you have a process, then it will make your life easier in the long term with respect to identifying development needs and rewarding good performance appropriately. You will not see the benefit today, next week or even next month. But when you come to increase time again, you will be grateful that you have put something in place that will enable you to make fair decisions that maintain the morale of your employees.

So why should you have some form of process for managing performance. The picture that is generated in everyone’s head when the words ‘system’ or ‘process’ is used is that of a bureaucratic administrative burden. It also conjures up images of conflict and not many people enjoy that! Business owners, managers and employees do not understand the benefit of having a process so everyone sees it as a drag. Neither do people appreciate the consequences of not having a process and this is what I would like to explore today.

Author of "The 4-Hour Work Week" Tim Ferriss has a blog is chock full of mindboggling stats, check out http://www.fourhourworkweek.com/blog/the-truth/


He asks, "So, what happens when smart companies realize that work isn't a place where you go, but something that you do? That performance should be based on output and not hours?

The work of the HR Architect starts with the analysis and mapping of all the components present in the current HR organisation, and the dynamics inherent to their interrelationships. This work is essential to establish a clear and detailed picture of the HR organisation as it exists.

Fabulous tweet today from @DoLectures:
"Ask your boss to invest in you. Knowledge is better than a pay rise."

Go to http://www.dolectures.com/ for some insipiration.

"The Do lectures are all about getting a handful of speakers together in one place, in the hope that they may inspire you to go Do something. To give you the tools and the desire to change the things you care about."

Broadly, the role of a manager broadly is to draw the best from the people and their resources to get things done. The nature of most successful managers is that they enjoy coordinating people and resources and typically they are naturally good at controlling processes, projects and outcomes. What about the people; who actually do the work, can they be managed too?

A warm welcome to you, Human Resources colleague and Member of the Human Capital Institute! In this blog I am looking forward to discuss with you the subject of HR Transformation and specifically the subject of The Human Capital Architecture within the above-mentioned context.