Here is a great work written by Douglas Ready and Jay Congar that can bring us light in how to develop talent , as they say: “Stop losing out on lucrative business opportunities because you don´t have the talent to develop them”.

 

Despite all that is known about the importance of developing talent, and despite the great sums of money dedicated to systems and processes that support talent management, an astonishing number of companies still struggle to fill key positions—which puts a considerable constraint on their potential to grow. We conducted a survey of human resources executives from 40 companies around the world in 2005, and virtually all of them indicated that they had an insufficient pipeline of high-potential employees to fill strategic management roles.

The problem is that, while companies may have talent processes in place (97% of respondents said they have formal procedures for identifying and developing their next generation leaders), those practices may have fallen out of sync with what the company needs to grow or expand into new markets. To save money, for example, some firms have eliminated the position of country manager in smaller nations. Since that role offers high-potential employees comprehensive exposure to a broad range of problems, however, the company’s initial savings may well be outweighed by the loss of development opportunities.

Even if a company’s practices and supporting technical systems are robust and up to date, talent management will fail without deep-seated commitment from senior executives. More than half the specialists who took part in our research had trouble keeping top leaders’ attention on talent issues. Senior line executives may vigorously assert that obtaining and keeping the best people is a major priority—but then fail to act on their words. Some managers still believe they can find talented employees by paying a premium or by using the best executive recruiters, while others are distracted by competing priorities. Passion must start at the top and infuse the corporate culture; otherwise, talent management processes can easily deteriorate into bureaucratic routines.

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