To be successful, an organisation needs a winning strategy, and the means to deliver it. Navigating from strategy development to execution is one of the biggest challenges for today’s CEOs, and few are successful. When a company aligns its talent strategy to its business strategy, it is more likely to achieve its strategic objectives, perform better in the market, and retain engaged, high-performing individuals.
An organisation’s talent management practices must develop people with the skills, knowledge, and emotional engagement to implement the business strategy. The challenge is to fully align talent management processes so that they become a complementary force in support of the business strategy. The magnitude of the return on investment from aligning and integrating talent management practices is substantial.
The real dilemma organizations face is not how to put together a smart strategic plan, but how to place the right leaders against the plan to ensure full impact on execution. Empirical studies confirm a direct correlation between the financial performance of a business and the calibre of its leaders. As well as providing direction, inspiration, and guidance, effective leaders exhibit courage, passion, confidence, commitment, and ambition. They drive business results, build high-performing organizations, cultivate talent, and lead engaged and production teams.
To thrive in the coming decades, organisations are going to need good talent intelligence, and they are going to use it in ways that deliver real value and competitive advantage for them. To achieve this, they are going to have to get talent measurement right. The good news is that they can. Talent measurement is a foundational building block of contemporary talent management.
• Organisational capability, strategy delivery and risk • Aligning strategy, leader capability and leadership culture, and the • Identification and retention of top talent.