Monthly Archives: November 2010

Talent Management: Towards a Systems View

This BLOG posting postulates a meta – system view of talent management (TM). Even though the description of TM in this BLOG is a system one (effective access and use of talent) in that it is a dynamic description it … Continue reading

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Decision Making Dilemmas

This is a “straw dog” posting. How do we make quick responsive decisions while being sure that we are doing the right thing? Straw dog: gut vs. analysis. In my general consulting practice I help clients with their decision dilemmas … Continue reading

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Talent Forms in Talent Management Revisited

One of the process issues I face when helping clients think through how best to meet their business goals through effective accessing talent is to consider the following: Economic principle of comparative advantage. This principle is used to help explain … Continue reading

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Talent Management: Siloing is Good because Siloing is Like Gravity

One of the warmly held “truths” in business is that the recurring pattern of “siloing” by people in organizations is a detriment to business success. Siloing is a dilemma in that no matter how organizations structure themselves they end up … Continue reading

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Real Performance Management in Talent Management

Talent Management (TM) is more than effective attraction and retention of talent. It also considers the performance dimension too. However, I would argue that performance management (PM) in TM is not about the conventional notion of PM that many think … Continue reading

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Talent Management Dilemma: Retaining Access While Dealing with Significant Fluctuating Business Activity

One of the most dangerous mantra’s of conventional Talent Management (TM) is to view it as the process for attracting and retaining people. This just flies into the face of business reality: Businesses can face significant fluctuations in their business … Continue reading

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Talent Forms in Talent Management

We typically think of talent in organizations as people and usually as employees. I previous posts I have suggested that this notion of talent is limiting and denies identifying and assessing alternative “talent accessing” options. I am going to examine … Continue reading

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