New research from workplace think-tank Tomorrow's Company, based on insight from HR and people managers in more than 40 global organisations, argues that the time has come for businesses to take a new, sustainable approach to selecting the people who lead, manage and deliver on the front line.
Tomorrow's Company argues that the old model of managing and leading talent within organisations is broken; that we need to change the way we measure success in organisations, and fundamentally redefine what we mean by the word 'talent'.
Over the next five weeks, Personneltoday.com will run a series of interviews with leading practitioners and advisers to look at exactly what this means for HR, exploring the case for a new approach to talent management, what that approach should look like, and how a leading global business is already making a difference.
Week 1: RIP the War for Talent?
Tony Manwaring, CEO of workplace think-tank Tomorrow's Company, explains why the old, narrow definition and focus on what we mean by talent in our organisations – from leadership to shop floor – has led to poor decision making, poor performance and an unsustainable approach to business. He will put forward the case for a new approach to selecting the people who lead, manage and deliver on the front-line of organisations in the age of sustainability.
Publication date: 22 July 2009
Week 2: The need for a new type of leader
Gary Browning, CEO of Penna Consulting, argues that the war for talent produced a destructive style of leadership which, by focusing on a narrow definition of talent, missed the opportunity to look for, find and then exploit the latent talent in the business. The time has come, he argues, for HR to step up to the plate and raise their game.
Publication date: 29 July 2009