Design: Foundation of talent management


An organization without design is like giving a kid a box of Lego without the manual. Something will come out of it...

The design phase consists of the following areas.

  • Select your organization’s structure.
  • Evaluate your leadership team fit.
  • Understand senior team dynamics.
  • Establish your culture. 

Step 1 - Select your organization's structure

Organizations that follow the talent optimization discipline have structures that are purposefully designed and carefully planned—not merely a result of uncoordinated forces and influences that build up over time. The business strategy provides the context for effective organizational structure. For example, if your business strategy requires innovation and collaboration you’ll need an organizational hierarchy that’s flat, with little middle management, so that communication will flow freely. Additionally, the behavioral requirements of roles in this type of organization will favor taking risks and...

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Talent Optimization - it all starts with a diagnosis

Implementing a solid Talent Optimization Process requires an in-depth understanding of the business strategy. We often forget that without the business strategy, we will be going all kind of places, without getting anywhere. Might be adventurous, but you won't get the hype of reaching a goal.

The Talent Optimization Framework starts with a Diagnose

Diagnose is a method or pinpointing the root cause of gaps—your underlying people problems—and making strategic changes or changes to day-to-day execution. The insights you uncover in diagnose typically point back to the other three aptitudes of talent optimization: design, hire and inspire. Businesses that collect and analyze their people data and then make necessary adjustments proactively will enjoy a more productive and engaged workforce; instead of letting problems build up and fester, addressing them quickly shows employees they care.

  • Measure what matters.
  • Analyze the evidence.
  • Prescribe improvement actions.


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How Motivation is Driven by Purpose

engagement hr purpose Mar 22, 2019

Every manager will get to the point where he or she asks themselves the question: “How can I get more out of my people? How can I get the spark back in my employees?” The first point many think about when it comes to motivation is money. Well, Let’s review that for a second. Think about a great and successful event in the office when all employees were engaged, i.e  volunteering together for a day, or any event organized to bring everybody together. Not only did your workforce get excited about this employee event, but the regular work got completed as well and with less time and better output.

When you think about those employee events, most of the time, the employees have a lot of autonomy to organize the event, people who are good at something, jump in and the vibe is started. It really doesn’t matter what the cause is, as long as the cause is communicated clearly.

So if you could translate this event to the...

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Focus on your target to grow your business

When an HR consultant walks in the door, we are only interested in one thing. Solve my HR Problem. This is why we (business owner, HR Manager, Operations manager) call them, or engage in their request. But the reality is often different.

When we come into the door, we try to impress with our knowledge. We believe what we know is the best way to solve their problems. But it isn't.

When I just started as an HR Consultant I lost a very great opportunity. I was called in by a growing company. They were known to focus on employee engagement and social responsibility. That happens to be my niche. But what they first needed was getting their HR compliance stuff checked and updated. Personally I don't think that is a big deal. You focus on the main elements and get it straighten out. In an organization of about 50 employees that shouldn't take you more then 20 hours.

Preventing that employees walk away is much more complicated and a huge treat for them (at least that was my opinion) And in...

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Why annual performance reviews don't work



The annual review process is often seen by both the manager and the employee as a necessity. However, when performed correctly it can hold significant opportunity.  The annual performance reviews are dreaded by all parties, employee and manager.  It’s a fact.  The two most dreaded interactions managers have with their employees are the performance reviews and terminations.  Both of these situations deliver employee performance satisfaction.

Traditionally, performance reviews occur annually.  The discussion focuses on the written job description, goals and expectations, scored with a numerical ranking, and the elephant in the room, money.



The biggest problem with reviews is that they happen too infrequently.  Managers should address issues when they arise, not six or eight months later.  Think of a sports team: A coach doesn’t wait until the end of a season to give his players feedback.  My...

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Tips to optimize your talent

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