Agile, continuous and team-driven talent practices replace the annual visit to the talent pool!

Learning and development
Phil Purver
By Phil Purver | 28th March 2018

According to Bersin, companies who revisit employee performance goals on a quarterly basis drive more than 30% more productivity than those which set goals annually.

Sales forces have been working on quarterly cycles since time began!

Generally speaking, sales people align their performance with the business’s quarterly goals – so why wouldn’t that culture cascade through every part of an organisation’s employee performance plans? It appears that it’s beginning to do just that.

There is a clear bit of re-engineering going on in a growing number of organisations in that they are moving away from the annual review, annual talent development cycle, top down approach.

Continuous Talent Development

Bersin says they should be moving towards agile management practices. An agile management practice... the mind boggles! What do they mean?

They’re advocating that annual reviews and talent processes should be done 'in a more systemic (across the board or universal ) way'. In other words, get all managers involved and do it all more often. Rethink HR practices as continuous rather than episodic. That’s agile management.

Continuous recruiting, learning, management, feedback, recognition and rewards, defines the new agile model for HR

Continuous is becoming the desired norm for another reason too. Workforces are becoming more specialised and labour markets supplying the specialised needs of businesses are getting tighter.

Companies are responding by building talent internally. The idea of really vibrant career development is beginning to remodel talent acquisition, learning and talent management.

We believe this too; we ensure that we can measure and promote internal mobility and empower managers to promote from within their own teams.

Bersin does start explaining this in a bit more detail, and to do this has developed a model called the Four Pillars of Career Management in which they define the four big stakeholders to consider: The employee, the manager, HR and the company.

Or, as we have been referring to them for years now: the user, the line manager, HR/L&D and the boardroom. Nice to know we’re not only in agreement with Messrs Bersin and associates, in some cases we’re getting there before them!

 

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