100 quotes on Talent Management

1

100 Quotes

Management

Talent

2

Industry Leaders

Strategic approach

Buy-in – Ownership

Culture

Integration

Inclusive – Exclusive

Analytics – Tech

Process – Tools

Assessments

Measures – Metrics

Other

03 – 12

13 – 22

23 – 32

33 - 42

43 - 52

53 – 62

63 – 72

73 – 88

89 – 91

92 – 95

96 - 102

3

“The key is to develop and promote insiders who are

highly capable of stimulating healthy change and

progress, while preserving the core.”

- Jim Collins

4

“Developing talent is business‟s most important task—the

sine qua non of competition in a knowledge economy.”

– Peter Drucker

5

“Talent management deserves as much focus as

financial capital management in corporations.”

– Jack Welch

6

“I view my primary job as strengthening our talent pools.

So I view every conversation, every meeting as an

opportunity to talk about our talented people.”

– Jack Welch

7

“There is no way to spend too much time on obtaining

and developing the best people.”

- Larry Bossidy

8

“Quality is one capability that GE has focused on for over

a decade; talent management has been a focus for over

fifty years.”

- Edward Lawler

9

“Talented people are vital to our continued success, and

we continuously invest in our associates, giving them the

tools and training to succeed.”

– Indra Nooyi

10

“A company that can leverage resources and

management talents across a broad array of

opportunities may have an efficiency advantage over

firms that cannot.”

– Gary Hamel

11

“What‟s most impressive is that your team (Google) has

built the world‟s first self-replicating talent machine.

You‟ve created a system that not only hires remarkable

people, but also scales with the company and gets

better with every generation.”

- Paul Otellini, Intel

12

“Indeed, if other organizations are managing their staffing

processes exclusively in terms of headcount and cost,

more sophisticated organizations may well emerge as the

victors in the more subtle game of talent management.”

- Wayne Cascio

13

“People will be at the forefront of strategy and talent

management will be a critical component part.”

- Turner & Kalman

14

“Ultimately any talent management approach needs to

deliver results that help to achieve a business strategy.”

- Silzer & Dowell

15

“Talent management is more than just a competitive

advantage; it is a fundamental requirement for business

success.”

- Silzer & Dowell

16

“Through ensuring talent, HR enters the business game;

through building organization, HR wins the business game.

The wars for talent will be changed into victories through

organization.”

- Dave Ulrich

17

“Although generally the business strategy drives the talent

strategy, sometimes the reverse happens.”

– Silzer & Dowell

18

“World - class organizations have learned that their

competitive edge is driven by an integrated talent

management strategy fully aligned with the business‟s

mission and vision and meaningfully incorporated into its

long - term strategic planning.”

- Scott & Mattson

19

“The only way talent management will truly succeed is by

being in support of, and part of, the business strategic

plan and ultimately part of the culture or mindset of the

organization.”

- Avedon & Scholes

20

“The specific talent management strategies will vary,

depending on the business strategy, the stage in the life

cycle of the business, the level of leadership commitment,

and the culture of the organization.”

- Avedon & Scholes

21

“Strategic talent management systems are integrated

vertically with the business strategy and horizontally with

HR systems that complement and reinforce each other.”

- Wright & McMahan

22

“It 'starts with the business strategy.' Nearly every talent

book written repeats this same point. However, we have

yet to see anyone who explains how you do this in a

quantifiable way.”

- Sharkey & Eccher

23

“We think talent management must be championed by

the CEO with the full commitment of senior leaders, but

ultimately talent must be owned by managers and

leaders at all levels.”

– Silzer & Dowell

24

“Gaining CEO and executive commitment may be the

greatest hurdle that Human Resource executives and

talent management professionals face in establishing a

talent mindset in their organization.”

– Silzer & Dowell

25

“The responsibilities for recruitment all the way through

retention rest primarily with line management in the new

talent management framework.”

- Scott & Mattson

26

“Managers and the top leaders of the organization need

to create an environment that is professional and

motivational for top talent management and

development since leadership capabilities become more

important as a company becomes more global.”

- Erin Lap

27

“All the best talent management tools, templates,

assessment models, and career plans in the world are

only as effective as the people executing them.”

- Church & Waclawski

28

“One lesson is that it cannot be HR‟s talent management

strategy. It has to be the way the company is being

managed by all line managers and people managers.”

- Marcia Avedon

29

“In order to be effective, talent management needs

active support and ownership from the CEO, executives,

line managers, HR and talent professionals, and the talent

itself.”

- Silzer & Dowell

30

“HR‟s role should be to provide expertise on how to

manage human capital and to help with the

implementation and design of the talent management

programs of the organization.”

– Edward Lawler

31

“I find that when something that should be happening

isn‟t happening regarding talent management, even

though the resources are available to make it happen,

one of two reasons is the cause: lack of skill or lack of will.”

- Kimberly Janson

32

“The most significant contribution leaders make is not

simply to today„s bottom line, (but) to the long-term

development of people and institutions, so they can

adapt, change, prosper, and grow.”

- Posner & Kouzes

33

“The most successful talent companies, such as Johnson

& Johnson and GE, have effectively created a talent

mindset or culture in their organization where all

managers are responsible and accountable for talent

management.”

– Silzer & Dowell

34

“Ultimately the primary integrating mechanism “is truly a

merging of the hearts and minds around the power of

talent and the importance of connecting the talent

mindset to all aspects of the business”

– Morton

35

“Nothing defines success better than when the talent

management practices are so ingrained in the

organization that they are part of the management

culture.”

- Avedon & Scholes

36

“At the heart of the model is talent mindset, or what we

call „talent stewardship‟ : a frame of mind, or a culture,

where every manager feels ownership and accountability

for talent on behalf of the organization.”

- Avedon & Scholes

37

“The organization needs to ensure that talent

management principles and capabilities are embedded

in the culture itself.”


38

“Talent management systems and processes need to be

flexible enough to determine which elements are

necessary for cultural fit (at a broad level) and which are

necessary for key strategic roles.”


39

“The degree to which there is a talent mindset that is

broadly held in management is one of the key

determinants of what makes talent management

successful.”

- Marcia Avedon

40

“The highest level of effectiveness is often characterized

by having an organizational or cultural mindset around

talent management.”

- Silzer & Dowell

41

“Talent management goes beyond the creation of

effective processes to the creation of an inclusive culture

of opportunity.”

- Turner & Kalman

42

“Leadership occurs when the organization builds a cadre

of future leaders who have the capacity to shape an

organization„s culture and create patterns of success.”

– Ulrich & Smallwood

43

“The various talent management initiatives and HR

activities, systems, and processes need to be aligned at a

minimum, but they are most effective when they are fully

integrated.”

– Silzer & Dowell

44

“We will be successful as a discipline when it is no longer

the exception, but common practice, to have

sustainable integrated talent management as a core

aspect of effective management.”

- Avedon & Scholes

45

“In our view, competencies and experiences together

provide the most useful framework to integrate talent

management processes.”

- Yost & Plunkett

46

“It is important to have a common philosophy and

framework within a given organization in order to ensure

consistent practices, systems, and decision criteria.”


47

“It is important that the talent management process,

programs, and systems be coordinated and integrated

with each other and with other human resource functions

and programs.”

- Silzer & Dowell

48

“One of the challenges in HR management in general

and talent management in particular will be to ensure

that the tools by which the ideas of talent are delivered

are integrated with the tools of management of the

organization as a whole with measurable outputs.”

- Turner & Kalman

49

“If your talent needs to be aligned to your strategic

demands, then you need to know how to get that

alignment. Period.”

- Sharkey & Eccher

50

“Companies still want integrated HR systems, but what

they don't want is complex, integrated ERP software that

makes everyone's life more complicated. In fact, they

want life to be more simple.”

- Josh Bersin

51

“In „talent management‟ we buy software that integrates

all of HR together into an „integrated data platform.‟ In

„people management‟ we buy software that empowers

people to do their jobs better, is very easy to use, and is a

„system of engagement‟.”

- Josh Bersin

52

“So my point is that the original idea of „integrated talent

management‟ is really no longer the problem. We have

to accept that everything is related - and now, rather

than think about „integration‟ we need to focus on how

we „drive talent outcomes‟."

- Josh Bersin

53

“Organizations will need to provide greater transparency

in everything they do, including career paths,

performance expectations, and even the sharing of

talent calls with employees (telling people if they have

been identified as a high potential or not).”


54

“Some managers and leaders believe that singling out a

distinct group of employees for special designation,

attention, and development is detrimental to an

organization‟s talent management efforts.”

- Silzer & Church

55

“I think for many organizations the greatest opportunity to

create value in talent management is to identify a group

of people working within a pivotal role or strategic job

family whose own human capital forms a major input to

an organization‟s intangible capability.”

– John Ingham

56

“The approach to talent management is significantly

influenced by the definition of talent appropriate to the

business: an exclusive, inclusive, or a hybrid model.”

- Pilbeam & Corbridge

57

“Of course companies need to determine who the future

leaders and high potentials are, but to accomplish this at

the expense of alienating others hurts the entire

organization.”

- Josh Bersin

58

“The choice between either inclusive or exclusive

definitions of talent as extremes on a continuum looks

increasingly anachronistic. Instead, organizations will try

to adopt both positions simultaneously. Everyone has

talent.”

- Turner & Kalman

59

“A solution is to regard talent management as both an exclusive and inclusive organization‐wide concept,

whereby executive positions and the wider workforce are

given equal status in talent strategy.”

- Turner & Kalman

60

“Whereas talent was once a collection of high-potential

people who could move the required number of steps up

the organization and would be willing to do so, the

expectations of a new generation are more complex.”

- Turner & Kalman

61

“A strategic position on talent that allows an organization

to develop the potential of all of its workforce whilst

retaining the ability to fill key roles or those for which skills

are scarce can be referred to as „inclusive- selective

talent management‟.”

- Turner & Kalman

62

“Talent management is now talent management for all.”

- Turner & Kalman

63

“Talent management seems to lend itself to the use of

various software-based systems that purport to integrate

all the pieces of talent management into one

manageable whole.”

- Mathis & Jackson

64

“The drive to automate talent management also comes

in part from the desire to pull together HR, finance, and

operations data to get insights on talent that are

otherwise difficult to obtain.”

- Mathis & Jackson

65

“If Big Data is sparking a revolution in general

management, then Predictive Analytics may well be the

„next big thing‟ in talent management.”

- Richard Mosley

66

“To answer some of the fundamental questions about the

impact of the strategy, talent managers will have to

move from merely providing data to providing value‐adding insights.”

- Turner & Kalman

67

“From a talent management perspective, big data can

be used both strategically and operationally. An

information revolution is taking place in which providing evidence‐based insights will be important for HR.”

- Turner & Kalman

68

“The availability of big data per se will not be enough

and it is the application of insight to the data that will

make the difference.”

- Turner & Kalman

69

“The many tried and tested tools of talent management can now be applied with laser‐like precision to the areas

in which there is most benefit, and there will be

information to back up the levels of investment required

to do so.”

- Turner & Kalman

70

“It is based on the assumption that organizations need

more than data. They need insight about their people to

be competitive in world markets. This is because people

are often the only source of competitive advantage.”

- Turner & Kalman

71

“ERP vendors are catching up as credible and effective

providers of comprehensive talent management solutions

that support recruiting, learning, and a range of people

management tools that can meet the needs of large,

complex organizations.”

– Josh Bersin

72

“In „people management‟ we focus on making

employees happy, giving them a highly engaging and

enjoyable work experience, and giving them software

tools that make their work easier, not just tools for HR.”

- Josh Bersin

73

“The challenge facing those responsible for talent

management include not only doing the right things

(through strategy) but also doing things right (through

implementation).”

- Turner & Kalman

74

“Creativity in design of talent initiatives and flexibility in

how they are delivered will be critical success factors.”

- Turner & Kalman

75

“So when looking at the tools of talent management it is

not enough to marvel at the beauty of their design.

Instead, the quality of how they are applied and the

capture of their effects should have equal prominence.”

- Turner & Kalman

76

“Do not assume that changing the definition of a high

potential in a tool will result in immediately enhanced

talent calls.”


77

“Competency approach typically include a fairly

substantial effort to understand an organization's business

context and competitive strategy and to establish some

direct line-of-sight between individual competency

requirements and the broader goals of the organization.”

- Jeffery Shippmann

78

“Competencies are the foundation for talent

management processes: performance management,

compensation, development, assessment, selection, and

others.”

- John Boudreau

79

“Refocusing your resources on hiring better will have a

higher return than almost any training program you can

develop.”

- Laszlo Bock

80

“At Google, we front-load our people investment. This

means the majority of our time and money spent on

people is invested in attracting, assessing, and cultivating

new hires."

- Laszlo Bock

81

"Brand performance is strongly influenced by what

actually happens in relation to talent management and

development activities.”


82

“Having Human Resources take responsibility helps to

ensure that onboarding is embedded in and integrated

with the organization‟s talent management activities.”

- Adler & Stomski

83

“Another lesson learned is that forced ranking (similar to

what is used in some organizations as part of their

performance management process) should not be

formally applied to talent management.”


84

“The nine‐box talent model is a convenient way to

structure a range of disparate career conversations into a

relatively coherent whole. Its simplicity has made it one of

the most enduring of tools in the talent management

toolbox.”

- Turner & Kalman

85

“PepsiCo believes strongly that providing individuals with

the right set of experiences is one of the most effective

ways of developing talent.”


86

“HR professionals can coach business leaders to raise

employee and organizational productivity by setting

standards, giving feedback, and becoming personal

leadership trainers.”

- Dave Ulrich

87

“Much of the research on talent management focuses on

the process of managing talent and little on rewarding

talent, but this is a fundamental part of the effective

management of talent.”


88

“Finding ways to retain employees long enough to reap

the benefits of your investment is an important part of a

talent management strategy.”

- Mirian Graddick

89

“If finding or identifying high potentials is one of the most

difficult aspects of talent management (and we would

argue it is), actually moving them is the other, particularly

in a proactive and planful manner.”


90

“Assessing the person‟s potential to perform in higher -

level roles, and doing so with a high degree of precision,

represents the talent management “holy grail” for many.”


91

“Sporadic use of assessment tools will do very little for a

business; it is the strict adherence to their consistent use

that will ensure that desired talent performance standards

are reinforced around the globe.”

- Malamut & Van Rooy

92

“In building the business case for an integrated talent

management process, the first step should be to establish

the relevant metrics against which success will be judged

and to link these metrics to the organization‟s strategic

goals and financial bottom line.”

- Scott & Mattson

93

“Accountability in talent management is very important,

but so is the adage that „what gets measured gets

done‟.”


94

“It is critical to identify the short - and medium - term

outcomes in order to provide useful early information

about the effectiveness of the talent management

strategy and enable midcourse corrections.”

- Scott & Mattson

95

“ROI analyses should be just one of the many evaluations

used for determining the impact of the talent

management program and for building the business case

for interventions.”

- Scott & Mattson

96

“In the next decade, given the right tools and support,

Human Resources will continue to evolve into a strategic

department, and talent management will be the

foundation.”

- Silzer & Dowell

97

“In the years ahead, we anticipate that talent

management will be valued and respected as much as

financial management in business organizations.”

- Silzer & Dowell

98

“Although talent management requires tremendous

process discipline and the thoughtful analysis of data, the

reality is that we are working with individuals and

attempting to match their needs with the needs of the

organization.”

- Avedon & Scholes

99

“Organizational change takes time. Key messages and

elements need to be communicated, repeated,

reinforced, and reemphasized as new people join the

company. However, the payoff can be substantial. Talent

management can make a difference both for people

and for the company.”

- Paul Yost

100

“It is really fun to be in charge of talent management

when you can see someone grow from running a small

business with their first P & L, to running a global business.”

- Marcia Avedon

101

“Thus, agile enterprises require guiding principles that

encourage the inflow and outflow of talent in ways that

preferably facilitate, but otherwise only minimally disrupt,

internal fluidity.”

- Dyer & Ericksen

102

“This is not the „talent management‟ or „integrated talent

management‟ we've been talking about in the past. This

is something more. We may call it „people management‟

or maybe even „creating a people environment‟."

- Josh Bersin

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100 quotes on Talent Management

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Transcript of 100 quotes on Talent Management