21 Oct 2011

Big Potential, No Cattle

Is steam coming off one of the talent reviews' few tangible outcomes?

High-flyers on a budget


The purpose of talent reviews, according to consulting company DDI is to:
- Assess leaders and the health of the talent pipeline
- Take inventory of individual talent and agree succession
- Align individuals with opportunities for growth or development
- Identify high potentials for accelerated development

The first two could be summarised as calibration: the process through which data and opinions about individuals and positions are discussed and objectivity and common standards are sought and recorded. The second two could be summarised as investment: agreeing, monitoring and evaluating the deployment of development resources. If calibration ensures process quality and alignment with strategy, investment is what gives talent reviews teeth.

And these are bad times for investment: Back in 2009, 42% of companies in Asia Pacific, 39% in the Americas, and 31% of European companies were decreasing their expatriate staff according to ORC. 59% of all companies said they were strongly challenging the need for each assignment. On training, the UK saw a 52% cut in skill training spend in 2010, with more cuts expected in 2011.

Meeting effectiveness - long a subject of mockery - has developed in the past years a fetish reliance on action generation: Effectivemeetings.com suggests not to finish any discussion without deciding how to act on it. As organisations walk into talent reviews with emptier pockets, many will struggle to budget a development action for every discussion held.

Time for some good ol' coaching

The immediate solution could be to focus on development actions that don't carry a spend, e.g. assignment to a project or provision of management coaching and mentoring (a solution some suggest and celebrate). However these also have their challenges: associates are already working longer hours, and managers are not only similarly challenged for time, but also in need for costly training if they are to deliver coaching effectively. Better thinking is needed for the talent reviews to keep passing the "so what?" test.
Associates as well need to see development is not just additional workload or before-ready promotions. As Cranfield School of Management Dr Parry says, investment-cutting organisations are "in danger of losing good staff to organisations that will invest in them."

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