Business Got Talent

Time to Read – 117 Seconds

I recently had the privilege to Chair Osney Media’s Talent 2011 event in London.

Over 100 HR and Talent leaders attending have confirmed it – after years of complaining that they were separate from “the business,” HR have caught the bullet train and arrived at its very centre.

About time too.

However, watch for the warning signs of “talent” becoming the new buzz word that will spawn yet more frameworks, waste of time initiatives and dependency driven consultancy.
The way to avoid this, to ensure that your “talent” (i.e. people) initiatives work, deliver and are sustainable, is to embed them into your organisation’s day to day agenda. That means avoiding jargon, theory and complexity, replacing these with clear language, practical actions and simplicity.

Talent is too important to become the next big trend, because if this one fails, then that’s it – as I often say, your people are not your number one asset, they are your only asset.
So, HR and Talent leaders – make this happen. Give all of your people more freedom, unlock a single strength, skill or passion in everyone (that is not being used at present) and have a company cause that makes people proud to work for you.

And, when you have done this, aim to disappear – to make yourselves as HR “no longer required”. Then you will know that what you have done is really delivering to the bottom line of your company.

Has your business got talent?

Go prove it.

With my love and best wishes

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  • talent should be nurtured.
    If a company is not able to nurture it’s talent then it does not deserve to keep them.
    Trouble is, it sounds simple, but it’s not. Because most companies don’t care enough about the staff, more about the bottom line.
    Sometimes it is about more than that. They should realise it and spend more time in training.
    Putting the staff first is alien to some.

  • Companies should look after their own employees and give them the incentive to stay with that firm. Doesn’t work like that in the real world.
    Okay, the staff know they are the number one asset, not sure about the company heads.

  • In my experience staff come last as far as companies are concerned!

  • A bit like the News of the World staff. they came last when they lost their jobs.
    I am riveted to the news and Rebeka Brooks at the moment.
    Amazing that Rupert Murdoch was attacked with foam. Is there no end to the drama?

  • I had a boss who wanted to do it all himself.
    He died.
    He was 51.
    It pays to delegate, end of story.

  • I agree the theatre was great viewing. Felt sorry for Rupert. Although I do think he had selective hearing.
    The questioning could have been better too.

  • Rupert Murdoch looked a shadow of the man that has terrorised, not literally you understand, people over the years with his sharp business manner. He was even thought to have prime ministers quaking in their boots. He put the fear of God into employees so shouldn’t have been too shaken up to have something thrown in his face although what that says for the security in Westminster…well, it’s embarrassing.

  • Talent counts for a great deal but as in sport, hard work and commitment are needed in equal measure.

  • Rupert Murdoch reckons he works hard. He doesn’t really work hard enough in the right directions. He should take more care of his businesses and keep a closer eye.

  • You have to admire someone who has been at the top of his game for so long.
    I think his time in the UK has run its course and you may see him forced to resign by shareholders as his brand takes a battering.
    When all said and done he didn’t deserve a pie in the face.

  • Rupert Murdoch is a tyrant. Okay, was. He now looks a pussycat but nobody should forget what a ruthless individual he has been in business. We are talking business though. It’s not war crimes or anything and I think the press are being rather harsh on him. Oh the irony. Although I do think it odd that he doesn’t really have a handle on his businesses. So he says.

  • Rupert Murdoch has done a lot of good for Britain. Now he must pay the price for his failings. It is not good enough for him to say he didn’t have a grip on his business because it was such a small percentage of what he did. He should be accountable.

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