In their book, The Talent Advantage, Alan Weiss and Nancy MacKay make the comment “…winning the war for talent starts at the top with the CEO; CEO is the brand for attracting, recruiting, retaining world-class talent in your industry; CEO is the exemplar for striving for extraordinary leadership; CEO must play a lead role in building a leadership talent pool for competitive advantage; CEO is key to holding senior executives accountable for attracting, recruiting, developing, and retaining top talent; CEO must partner with HR to align talent management strategically….” Obviously they think that senior executives are key in the selection of talent.
I am sure Weiss and MacKay are happy with the recent results of a January 2012 survey of 562 senior managers and executives by AMA Enterprise. That survey found that fifty-five percent of survey respondents named senior executives as most responsible for identifying high-potential employees. In addition to senior executives the survey also found “…others identified in the survey as responsible for identifying high-potential employees were managers (52 percent) and directors (44 percent). HR staffs were identified by 33 percent of respondents as playing a role in spotting high-potential employees. Training and development (T&D) staffs (11 percent) play a relatively minor role.”
The small percent of respondents identifying HR as a necessary component in identifying talent is also anticipated by Weiss and MacKay. Their first chapter is subtitled “Human Resources is to Talent Search as Airplane Food is to Fine Dining.” They go onto list 10 reasons that talent selection should not be delegated to HR. These include:
- Lack of business acumen and financial literacy.
- Lack of understanding of strategic plan and business priorities.
- Lack of understanding of the skills, behaviors, and experience required for each role.
- Lack of relationships with internal top talent.
- Lack of relationships with external top talent.
- Lack of accountability for business results.
- Lack of decision making authority.
- Lack of industry knowledge and key recruiting trends.
- Lack of sales and marketing expertise.
- HR as a staff function.
The survey also showed that only a minority of organizations place the whole responsibility for talent selection in the hands of human resources. This list and this survey are a clarion call to HR and echoes frequent complaints about HR.
There are however companies in which HR is heavily involved with talent selection. We would like to hear from you. How have your overcome this damning list? Or have you?
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