I believe the real difference between success and failure in a corporation can be very often traced to the question of how well the organization brings out the great energies and talents of its people.”
— Thomas J. Watson, Jr.
A Business and its Beliefs (1963)
It’s hard to imagine that the son of former IBM Chairman and CEO, Thomas J. Watson Sr., published this insight over 50 years ago now, and yet, to this day, effective talent management is a process that alludes far too many organizations around the world. Too often organizations assume they have a handle on their talent pipeline. They rely on gut-feel to identify the leaders of tomorrow, or worse, they rely on tenure and seniority with the assumption that technical proficiency, or longevity within the organization, will translate into success in a leadership role down the line.
But, of course, it doesn’t work that way – as far too many companies have learned the hard way.
Data matters! The concept of applying metrics and data to “people” might seem cold and contradictory, but the reality is it works. Data-driven talent management systems can and do improve the robustness and health of the talent pipeline and, in turn, enhance organizational performance.
As the Forbes article below points out, however, the organization must have a culture that supports the use of data in order for talent management initiatives to be truly successful. The author also provides a great overview of the history of data analytics (it’s not a new tool by any means), as well as his views on why it is important, and where he sees it going from here.
If you aren’t using data to measure your talent, or aren’t doing so effectively, I would welcome the chance to talk to you about how our approach to talent management enhances your ability to identify, as well as foster and enhance, the performance of your organizational talent.