The CEOs Guide to Talent Management

Focus on Your DesiredBusiness Outcomes for Success

The driving philosophy behind DDI’s approach to talent management is quite simple: It must begin with the end in mind. Specifically, effective talent management must be relentlessly focused on your organizations’ desired business outcomes.

This differs from past views of talent management in that traditional approaches to talent selection and development focused on worthy, but HR-centric goals such as building a leadership bench, training and developing managers, or selecting the right people for the right job at the right time. Often these practices were functionally siloed, regionally fragmented and stood apart from other business practices and financial metrics.

To ensure perceived (and real) relevance for contemporary talent management practices, the shared lexicon in many organizations needs to shift dramatically. Everyone engaged in developing and implementing talent strategies must start by thinking as a Board, a CEO, or an owner of the organization. Walking in their shoes quickly reveals that their priorities, which can include such strategic priorities as driving revenue growth, penetrating new markets, horizontal integration, and driving cost efficiencies, have a decidedly different, business-oriented ring. Thus, DDI’s talent management approach zeros in on four bottom-line concerns of these stakeholders:

The business landscape in which the organization is operating: Among the business landscape issues that are front of mind for key stakeholders: shifting market/ consumer demands, new competitive challenges, economic realities and uncertainty, global complexity, as well as the internal stresses within their organization. And most important, how these will influence the imperatives for leaders throughout the organization

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