Managing Tensions In Talent

11 March 2008

Trinity House, Trinity Square, Tower Hill, London, EC3N4DH

Talent Management (TM) is intrinsically linked to all aspects of an organisation's business strategy, including financial performance and brand perception. Yet so many organisations still struggle to identify and successfully implement the right approach. This workshop reviewed a range of research and resources; including case studies from Nestlé and Cisco, to rethink the accepted approach to TM. Participants were encouraged to share their experiences to identify alternative solutions and practices.

CRF last examined talent management in 2005. Since then, our thinking on the subject has been influenced by a range of reports and workshops on assessment and selection, leadership development, creating the performance culture, operating globally, strengths-based approaches and the employer brand. The workshop considered that:
Organisations have more experience of managing talent and, therefore have more insights to shareOperating in a global context requires a more international perspective of talent New models and frameworks for talent management are emerging.Yet, many organisations struggle to improve continuously their talent processes and programmes - and often express dissatisfaction with their current approach. This event:
reviewed CRF's work to date and recent thinking on the definitions, dimensions, scope and frameworks in talent management probed issues in member organisations to share solutions and practicesreviewed and debated recent Ashridge research on 13 dimensions of talent managementpresented in-depth case studies from Nestlé and Ciscorevisited the difficult topic of talent, and talent management, evaluation.Workshop Contributors:
Mike Haffenden of CRF will lead the workshop, with contributions from Graham Prentice, HR Director at Nestlé; Robert Kovach, Director Talent, Europe and Emerging Markets, Cisco; and Marcus Powell of Ashridge Consulting, formerly Head of Learning and Organisational Development for Marks & Spencer.