Tools & Talent Management Strategies - and a bit of Happiness

Recently I have been involved in a couple conversations about how to kick start simple operational Talent Management strategies for some great organizations.

The talks have mostly been about management, leadership, results, motivation, happiness and how to unlock the potential in the organisation - and thereby facilitate a high performing organization.

Those conversations were also a lot about processes and tools and techniques. Not so much about the people, the individuals in the organisation. It was about assessments, tests, interviews and how to measure, assess and document performance, talent and potential.

I’m familiar with tools, techniques and processes within HR and Talent Management. I have written books on the subject. I think it is important to have your basics and experience right in this area, when you advice and engage in discussions about “how to” in an organisation. Specially on Talent Management Strategy, which in my opinion is the most important strategy for an organization.

But it turns me off when the tools, techniques and processes seem to be the solution. It sidetracks the important discussions about how to play and engage the strengths and talents of the individuals in the organisation.

If all you have is a hammer, everything looks like a nail…

I use the TMA Method as a tool, because it works well for me and my partners. I think it is a good enabler for catalyzing a real dialog about how to play the individuals strengths. It’s a good tool for managers and leaders to enable real talent management. You might use something else. I don’t think that is important. What’s important - I think - is that the tools we use as HR professionals and leaders are applied in a professional way, with focus on the individuals and the current situation in the organisation.

I don’t believe that the real value and potential is in the tools and processes. For me this is ike toilets in banks: it’s necessary, but not sufficient to run a bank.

What we need a lot more of is real dialogues. Real Talent Dialogues so the  individuals in the organisation can play on their talents and strengths. And are matched with current situation in the organization.

I believe this will create a high performing organization.

This links to one of my favourite subjects: "Taking Organizational Happiness Seriously".

I think there is a catch here, which is important to understand for leaders; it is probably not the “Happy-go-lucky” and “High5” culture that creates high performance and results. It’s the feeling of achievement and creating results that sparks the “happy feeling” - that then sparks high performance. I think if we work from that perspective, the discussion and the agenda on Happy Organizations will make a lot more sense as a part of a Talent Management Strategy.  

Talent Management is not really about the tools. It’s about the people and how we can help each other putting our strengths and talents into play and thereby creating sustainable results and a happier, high-performing organisation with engaging individuals that feel good because they make a difference.

What do you think about Tools, Talent Management and Happiness?

All my very best from Copenhagen - and Lars :-)