Talent liberation is about making the most of everyone's unique talents in the delivery of shared objectives.
It is a well-proven philosophy and research shows that playing to people's strengths adds significant bottom-line benefit.
However, it is rare to find a well-articulated and shared philosophy on talent in the board rooms of most large organisations.
This is usually because the conversation just hasn't happened.
It is even rarer to find such a philosophy well-communicated to all staff and other stakeholders.
Yet, providing this leadership will set an unmistakable tone to the way talent gets recognised, valued, developed and used.
It is crucial that the leaders have such a dialogue and agree on the philosophy they share with regard to the best use of talent.
This is essential prerequisite to the CEO or spokesperson communicating with confidence a shared philosophy as a vital thread to the delivery of positive change.
a range of possible perspectives on talent Whilst it may not be xplicit, many organisations place such strong emphasis on competence that it could be regarded as the dominant philosophy.
For example, in many organisations people's skill levels are always compared with a level defined for a particular role.
If this becomes the principle factor for appointment (you only get the job if all the competencies can be ticked) and for development (we train you where you fall below the competency line) then it can be said that the guiding philosophy is one of adequate competence.
At the other end of the spectrum, if people are selected on the basis of the talents they bring and encouraged to develop even in areas where they are already strong then it could be said that the guiding philosophy is one of playing to strength.
a question of balance As with all things, there must be a balance between competence, talent and strength.
Of course it is important to avoid unnecessary mistakes and in this respect managing competence is a great risk-management strategy.
Equally knowledge of where competences lie in the organisation is important when it comes to making resourcing decisions.
At the same time, making the best use of talent will ensure star performance and the addition of significant value by playing to personal strength.
This is also important in making resourcing decisions.
For this reason, the use of competency frameworks is to be applauded, particularly where their use is extended to identify special talents and develop them into extraordinary strengths.
In such circumstances, competency profiles are being used as skill profiles or even talent profiles.
making a statement of philosophy The statement: organisations reach prime performance when they recognise, value, develop and use the unique talents of all their people in the delivery of their objectives...
does not preclude the management of competence and it does encourage managers to play to their strengths and those of their people.
It can also provide the foundation for empowering every individual to recognise, value, develop and use their own talents, adding value to the organisation and providing themselves with a satisfying career.
Of course, the best philosophical statements are those that evolve naturally, fit the corporate culture and just trip of the tongue.
Liane Hornsey, EMEA People Operations Director at Google told me that in her company, "We simply hire the best people, give them work they love to do and develop the heck out of them!" Liane's philosophy may not be precisely the one suggested above but it's hers and it is definitely Google's.
What is your organisation's philosophy on talent, who knows and do your processes support it?
It is a well-proven philosophy and research shows that playing to people's strengths adds significant bottom-line benefit.
However, it is rare to find a well-articulated and shared philosophy on talent in the board rooms of most large organisations.
This is usually because the conversation just hasn't happened.
It is even rarer to find such a philosophy well-communicated to all staff and other stakeholders.
Yet, providing this leadership will set an unmistakable tone to the way talent gets recognised, valued, developed and used.
It is crucial that the leaders have such a dialogue and agree on the philosophy they share with regard to the best use of talent.
This is essential prerequisite to the CEO or spokesperson communicating with confidence a shared philosophy as a vital thread to the delivery of positive change.
a range of possible perspectives on talent Whilst it may not be xplicit, many organisations place such strong emphasis on competence that it could be regarded as the dominant philosophy.
For example, in many organisations people's skill levels are always compared with a level defined for a particular role.
If this becomes the principle factor for appointment (you only get the job if all the competencies can be ticked) and for development (we train you where you fall below the competency line) then it can be said that the guiding philosophy is one of adequate competence.
At the other end of the spectrum, if people are selected on the basis of the talents they bring and encouraged to develop even in areas where they are already strong then it could be said that the guiding philosophy is one of playing to strength.
a question of balance As with all things, there must be a balance between competence, talent and strength.
Of course it is important to avoid unnecessary mistakes and in this respect managing competence is a great risk-management strategy.
Equally knowledge of where competences lie in the organisation is important when it comes to making resourcing decisions.
At the same time, making the best use of talent will ensure star performance and the addition of significant value by playing to personal strength.
This is also important in making resourcing decisions.
For this reason, the use of competency frameworks is to be applauded, particularly where their use is extended to identify special talents and develop them into extraordinary strengths.
In such circumstances, competency profiles are being used as skill profiles or even talent profiles.
making a statement of philosophy The statement: organisations reach prime performance when they recognise, value, develop and use the unique talents of all their people in the delivery of their objectives...
does not preclude the management of competence and it does encourage managers to play to their strengths and those of their people.
It can also provide the foundation for empowering every individual to recognise, value, develop and use their own talents, adding value to the organisation and providing themselves with a satisfying career.
Of course, the best philosophical statements are those that evolve naturally, fit the corporate culture and just trip of the tongue.
Liane Hornsey, EMEA People Operations Director at Google told me that in her company, "We simply hire the best people, give them work they love to do and develop the heck out of them!" Liane's philosophy may not be precisely the one suggested above but it's hers and it is definitely Google's.
What is your organisation's philosophy on talent, who knows and do your processes support it?
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