Talent, Management, Bad
Company talent being turned off by bad management
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Firms need to get to grips with talent management, suggests a new survey, as a majority of high achievers admit to having their talent quashed by bad managers forcing them to leave.
Bad managers in UK firms are not only pushing out talented people but also snuffing out talent within companies with only 15% of achieving individuals believing that their organisation makes the most of their talent, suggests a new survey.The TalentMax survey of 128 business leaders, HR directors and achievers found that 87% of the achievers felt that bad management extinguished their talents while 80% said their main reason for leaving an organisation was their manager.
Only 31% of the cross-sector organisations involved had a talent management strategy, with 90% of HR directors saying that if talent was ever to flourish in firms there needed to be buy-in from the board with line manager co-operation:
‘Few organisations do more than pay lip service to talent management. In the knowledge economy the ability to translate talent potential into profits and performance dictates organisational success or failure,’ says TalentMax’s Susannah Pringle.
Only a quarter of HR directors said that their organisation was able to accurately and consistently identify high and low performers, a fact also found by a recent OPP survey in which 79% of firms admitted to not actively identifying talent.
In the OPP survey, 84% of HR professionals admitted that their organisation let talented people lay undiscovered, yet 94% said employing or developing achievers improves bottom line performance.
Today’s survey isolated a range of positive tactics that firms are taking to implement and develop talent management systems including translating business plans into talent management objectives.
Other moves include making people accountable for talent management, equipping line managers to be ‘front-line talent coaches’, isolating personal drives of talented people and constant development, growth and talent evolution:
‘Many of today’s business leaders and HR directors need to face up to the new realities of the talent economy. HR must be seen to leave its administrative bunker and lead its company’s talent development.
‘Given the importance of talent to business success, the HR director of the future should rank alongside the finance director at the boardroom table,’ says Pringle.
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