Talent Management

Tomorrow’s success hinges on managing today’s talent.

BowmanBecker Consultancy Joins Strategic Alliance on Talent Management

What’s the state of your talent management system?

BowmanBecker’s approach to talent management

BowmanBecker Consultancy Joins Strategic Alliance on Talent Management

BowmanBecker Consultancy, LLC is proud to announce its strategic affiliation with the Center for Leadership, Innovation and Creativity (CLIC) at the Robert H. Smith School of Business, University of Maryland, and The Spina Network, a global consulting firm in executive development. The mission of the alliance is to advance the knowledge and understanding of the identification, management, and development of talent in a global environment through research and best practice sharing. It’s a unique structure that brings together the practical and the theoretical components to help lead and shape the field of talent management and leadership development.

Over the past 12 months, businesses have experienced tremendous change, with a good bit of it characterized by retraction, reduction, and retrenchment. Despite these tumultuous times, some things still remain the same – namely, the challenges being faced by talent management leaders throughout the world. Because of the emphasis on change, the issues associated with talent management have become increasingly more complex and difficult to forecast.

Until now, there have been limited efforts at unifying research and best practices to help guide talent managers, HR executives, and CEOs in gaining the requisite knowledge needed to manage human capital planning, succession planning, performance management and staffing. With resources more constrained than ever, the need for the development and growth of talent is critical.

The Robert H. Smith School of Business is an internationally recognized leader in management education and research. In addition the Smith School is recognized as one of the leading research institutions in the world and received a 9th place listing in The University of Texas at Dallas’ annual Top 100 worldwide business school rankings based on research contributions from 2004-2008.

YouthPole, a website devoted to helping young people find the right business school states that no business school combines core business fundamentals with technology better than the Smith School of Business. Business Week ranks the school at #26 in the U.S. for MBA studies. The Financial Times ranks the school #44 and The Economist ranks the school #51 on their respective global business school lists.

For more information on the talent management alliance, contact Carlton Becker or Edwin Bowman at info@bowmanbecker.com.

FAQ’s Re Talent Network Fact Sheet SN The Spina Network

Center for Leadership, Innovation and Change

TMN Meetings
The TMN gives executives a confidential setting in which to discuss their challenges with peers. It is planned that members will meet twice a year, alternating meeting locations between the University and a particular member organization. The focus or theme of each meeting is built on member input and guidance from a steering committee composed of member organizations.

While each meeting is uniquely tailored to the interests of the group, it will generally follow a pattern of

…	Presentations by members and guests on leading initiatives, best practices, and special issues
…	Off‐the‐record, facilitated discussions among members.
…	Opportunities for collaborative problem solving.
…	Ability to shape original research projects of importance to the members.
…	Presentations on research/survey reports of interest to members.

Initial conversations with talent management executives indicates that people are looking for information on

…	Developing staff during periods of economic uncertainty
…	Aligning corporate talent needs with local cultures and operating needs
…	Learning how to assess talent on a corporate‐wide basis and ensuring consistency of the process Ensuring the inclusion of women and other non‐traditional or non‐headquarters‐centric populations in the overall talent process
…	Developing methods for “early identification” of talent and getting them in the corporate pipeline
…	Facilitating internal movement of talent
…	Looking at the structure of the talent management function and its programs
…	Integrating talent management with performance management and other development process
…	Making succession planning work
…	Developing metrics and monitoring for success
…	Managing the talent process with multiple generations in the workforce.

Ongoing Networking Because this is a networking group, interactions do not occur only when there is an on-site meeting. Between meetings, members will continue their collaboration through conference calls, webcasts, blogs, mini-surveys and other one-on-one interactions. Members will also receive timely information and analysis from the University on developments and trends in talent management.

The TMN Database Upon joining, each member organization contributes data about its TM processes to the TMN database, the aggregated information, accessible online by all members, provides a compendium of common and unique practices identifying those associated with effective TM programs.

What’s the state of your talent management system?

Are you better than your competition at …

…	determining the type of talent needed to execute critical business initiatives?

…	developing and managing a global talent pool?

…	identifying and prioritizing talent gaps and using the best approaches to close them?

…	building strategic competencies and leadership capabilities necessary for success?

Businesses face unrelenting pressure to perform …
…	to act with greater speed and flexibility, provide global coverage, adopt new technologies, innovate, and outperform growing global competition.

At the same time, organizations are undergoing unprecedented change …
…	the changing nature of work, competition for scarce skills, and an increasingly diverse, geographically dispersed workforce undergoing demographic upheavals.

Yet many organizations’ talent processes are not up to the task.

These organizations …

	Base talent processes on criteria that do not reflect the skills/competencies required by their business strategy.
	Have inconsistent processes, tools, and standards of performance and potential.
	Haven’t assessed their talent pool relative to current and future requirements.
	Haven't taken steps to close talent gaps.
	Haven’t balanced local and global talent needs.
	Haven’t set clear accountabilities for talent management.

Successfully meeting business challenges calls for more effective approaches, competencies, and leadership capabilities directed at managing talent on a global basis.

Is your organization ready …

	… to optimize the talent it has?
	… to acquire the right talent to move forward?

BowmanBecker’s approach to talent management creates value …

	Talent management becomes an organizational competency. Leaders build their capabilities for developing and managing talent, supported by a common set of processes, documentation, tools, standards, and accountability.
	Talent management is aligned with business needs. All parts of the talent management system—workforce planning, recruitment, retention, professional development, performance management, succession planning—are aligned with the strategic needs of the business, with each other, and across all organizational units and levels. Organizational and functional/content competencies define the requirements for success in each role and align behaviors with business strategies.
	The organization has a common vocabulary for discussing talent. Competency-based criteria and standards provide a common vocabulary for discussing, assessing, and calibrating talent across the enterprise.
	Talent is managed as a global asset to meet enterprise as well as local needs. Talent is sourced globally to bring the best people to where they are needed and assure that leaders and employees reflect the business world in which the company operates.
	Integrated processes generate a common talent database. Process criteria and outputs are linked to other processes. The organization has identified diverse pools of high potentials and corporate assets, and implemented development plans utilizing a pool of developmental experiences and opportunities on a global basis. It has succession plans for all key roles and a rigorous process of review and monitoring by individual and unit.

How BowmanBecker can work with you …

BowmanBecker Consultancy works with your company to develop and implement a customized, integrated talent management system for the enterprise.

Our approach is to help you:

	Build top management buy-in and commitment.
	Integrate talent management processes with strategic business plans.
	Identify key competencies necessary for implementing business strategies and achieving success, and integrate them into the key talent management processes.
	Standardize or develop supporting processes, criteria, terminology, documentation, and tools, taking local conditions into account.
	Communicate and deploy the talent management system and supporting processes to all parts and levels of the organization.
	Cascade accountability for participating in talent development and meeting talent management goals to all the organization’s managers/leaders.
	Develop and monitor key oversight metrics to assure the integrity and effectiveness of the processes and the results for individuals and the organization.
	Provide supporting services to supplement internal resources, including audits, analysis, best practices surveys, training.
	Transfer know-how to your staff.

Request more information about BowmanBecker's talent management services.