Build a strong achievement ethic throughout the business
Create exciting, challenging jobs in which people can excel.
Select and develop outstanding leaders.
Make talent management a critical corporate priority
Foster a talent management mindset.
Develop managers who can coach, mentor, empower and sponsor talent -- and deploy it to best advantage.
Develop the necessary skills to lead and manage talent.
Make managers accountable for managing talent.
Create the means to identify and select outstanding talent
Be clear about what talent is needed for the business.
More scarce than ability is the ability to recognize ability.
Be able to recognize it when it is demonstrated.
Be aggressive in securing the services of identified talent.
Engage talent fully -- manage it and continue to develop it.
Promote talented people early and often.
Today's high-performers need to be both valued and fully involved.
Give feedback, coach and mentor.
Confront -- and deal with -- retention issues.
Source: Based on graphic in Williams, 2005 at p. 97
Notwithstanding the fact that Continental operates in about 75% of the world's 200 or so countries, the foregoing best practices appear capable of overcoming any cross-cultural constraints to talent management because of their focus on identifying and grooming the leadership talent that will fuel the company's growth into the future. In this regard, Williams notes that, "The above four imperatives are the cornerstones of talent management. They are therefore fundamental to close-quarter leadership and especially the leader's responsibility for identifying and developing those who will lead the business tomorrow" (2005, p. 98). As to imperative one, "Create a winning environment within which to work," Williams suggests that Continental's leadership must:
1. Set the example and establish a strong achievement culture within the areas that they control, by defining and maintaining high standards.
2. Develop and share compelling, but realistic, visions of how they see tomorrow needs to be managed today (remembering that there's often a fine line between vision and hallucination!)
3. Create great jobs, which challenge, stretch and enable talented people to excel, finding ways in which to enrich or shape jobs and roles, around peoples' major talents, focusing on assignments which involve major savings, increased profit/market share levels, developing a new function or unit, global roles, or improving cross-cultural/cross-functional synergy, are all 'stretch' experiences that allow people to make a significant leadership impact upon the business (Williams, 2005, p. 98).
The relevant studies to date have found that among the primary key challenges that motivate talented include:
1. Early responsibility, supported by feedback and coaching; and,
2. Opportunities to make a significant contribution to the business, its transformation and its success;
3. Exercising leadership and influencing 'upwards', as well as down the line;
4. Sharing task synergy with other talented, exciting people who were also high achievers; and,
5. Work which was challenging and fun (Williams, 2005, p. 98).
The second best practices imperative, "Make talent management a corporate priority," can be achieved by ensuring Continental's leaders assume accountability for helping their subordinates grow by: (a) acquiring...
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