How to Kick Your Talent Management Program up a Notch May 2008 In this issue: Why is Talent Management and Human Capital Important? Talent Management: From Competencies to Organizational Performance Talent Management: From Competencies to Organizational Performance -- An Inside Look at the IRS Talent Management for the Next Generation The Next Phase of Talent Management
Visit OI Partners at SHRM '08! If you are planning to attend the Society for Human Resource Management annual conference and expo, June 22 - 25, in Chicago, please visit OI Partners at booth numbers 4142 and 4143. We have some exciting things to show you that you won't want to miss! We hope to see you there!	Much has been written about the value of human capital and talent management and the ability to manage change. Alan Greenspan's 2007 book, The Age of Turbulence , quoted "the data since 1870 shows that the ceiling on the productivity growth of an economy over the long term at the cutting edge of technology is at most 3% per year." He predicts GDP in developed countries will not grow beyond an average of 2.5% per year from 2005 - 2030. This makes it extremely important that we manage people as the most important asset and as a core competency of our corporations. From the recent IBM Global Human Capital Study 2008 by APQC, the key concerns for organizations regarding current and future leadership capability are: 1. Building leadership talent - 76% 2. Fostering a culture that supports learning - 39% 3. Rotating leadership talent across business units / geographies - 36% This resonates with a discussion I had with a top executive of a Fortune 500 Company about this month's newsletter. He felt the top issues CEOs think about today are: 1. Sustainable growth that creates value 2. Losing focus on the business for short-term results 3. Succession planning that assures continuation of leadership and sustains strategy Sincerely, Ann Mahoney-Glose E. K. Ward & Associates Why are Talent Management and Human Capital Important? We've gone through years of euphemistic changes in naming the corporate function of hiring, developing, managing and firing individuals and now, radical changes in the generational makeup of today's workforce. Yet, people -- our human capital -- are still our most valued asset. How we manage this asset is critical. Talent Management: From Competencies to Organizational Performance The American Productivity & Quality Center (APQC) team discovered the following overarching patterns, insights and findings after studying best-practice talent management organizations. The study reveals much about how these organizations are attracting, developing and retaining vital organizational talent. Talent Management: From Competencies to Organizational Performance -- A Look Inside the IRS The IRS has undergone a major transformation in the area of talent management, particularly with executives, middle management, supervisors and professional individual contributors. Its transformation offers a blueprint for organizations wishing to revitalize their talent management efforts. Talent Management for the Next Generation How do you attract, onboard and nurture new talent, while developing and keeping the in-house talent from looking for greener pasture? And how can you increase the odds of getting the performance that you want at the end of the day? The Next Phase of Talent Management No longer will HR's lead role be "fact checkers" and "data keepers." The next phase for HR will be to predict an organization's needs and provide a road map for success using the emerging predictive analysis model.

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