You Built It - Did They Come?

By Mark Dembo

Recently, I’ve been working with a large organization helping them identify the development needs for key executives in a part of the business, with the desired end goal of ensuring that they are creating a solid plan for succession management, and that they have a steady stream of ready-now leaders. This organization prides itself on the quality of its leaders, and has received wide recognition for its leadership development programs.

I've worked on many projects like this and they are particularly rewarding, especially when you see adoption of programs throughout the organization. However, sometimes organizations subscribe to a “If you build it, they will come” school of thought when it comes to creating talent management processes

Instead of excitement, leaders ask—“Why did you build this? Who asked for this? Ugh – yet another thing I’ve got to deal with! I’ve already got enough on my plate: I’m working harder than ever before with fewer resources: now you want me to do this development planning thing, and also coach all of my team on how to take charge of their careers? Why do I want to develop my people so they can go and leave for another business unit, or for another organization altogether? I’ll do it because I have to–so I can check the box and say it’s done. Another HR “flavor of the month” fad that will fade soon enough."

When greeted with this type of response, what’s the missing link that could truly have business impact? Involving the business line leaders in the formulation of the strategy? Enlisting their active support by articulating clear links between talent management and the needs of their business? Demonstrating how developing organizational talent provides overall organizational benefit?  

Unless talent management initiatives are linked to the needs of the business, showing a logical path from business strategies and goals to processes and tools to desired outcomes, any initiative is destined to be a “check the box” activity rather than one that can truly impact the business.

Mark Dembo is a manager for Development Dimensions International (DDI).

Comments

[Chuck Smith]

This post is refreshing, I manage our Customer Solutions department for our organization. In the last year we have had a focus on developing future leaders. It isn't easy to let great talent move on, however we try to focus on moving them up in the organization. Let's face it, entry level positions in an organization is a great farm for the long term health of an organization.

I would be interested in your comments regarding the job vs. responsibilities in the organization. The right team members to have are able to see their responsibilities, not the job.