One of the easiest ways to fill up a conference centre with human resources people is to advertise one on the topic of talent management. I know this because I organised the last two annual IRS talent events (OK, plug over, but you can see video of the talent management conference).
Last week’s annual CIPD conference advertised its talent seminar with this blurb:
For most employers, a persistently tight labour market and increasing competition for the best people has pushed talent management to the top of their agenda.
Haven’t we heard this cliched rubbish once too often? Banging on about the war for talent is surely missing the point. There is plenty of talent about. And most employers are already giving the Rolls Royce treatment to their so-called top people – am I the only person who is reminded of Hitler’s Master Race when I hear all this stuff about the ‘top people’?
The problem is that virtually all of the HR and talent management problems in organisations today can be laid at the door of a group who rarely make it into the talent pool or assessment centres or succession planning lists or receive personal mentors. I refer of course to the middle manager – yes, those losers who actually run the business. Often badly and without any support.
Yet most middle managers are about as welcome in the talent pool as a cow with blue tongue is down on the farm. It’s time for a fundamental rethink and to invest in the talent of the people who really need some development - and where it will actually make a difference.
