JULY 2008

Organizational Development
The balancing act

Softscape recently published the 2008 State of the Global Talent Nation, which reported the results of a survey of over 250 human resources professionals from around the world. The findings stated that 94% of respondents “do not feel their personnel are adequately prepared to meet future company goals.”

“Training executives must frankly address both of these issues with their bosses so they are aware of the critical nature of the problems and potential consequences to the company.”

The survey also reported that the respondents top concerns were in the area of talent development (24% Retaining skilled staff; 22% Finding top talent; 21% Developing future leaders) versus impacting workplace performance (11%).

The issue of talent development has come to the forefront as organizations scramble to replace retiring Baby Boomers. Unfortunately, a large number of these companies are discovering that their ability to replenish the ranks of these leaving workers (many of which are at the managerial and executive level) with employees that possess the same amount of knowledge and skill is proving far more difficult then they imagined. Since this process takes a considerable amount of time and effort, this is where most organizations are placing the majority of their efforts. But, at what price?

Heads of learning must also address the need to develop their workforce as a means to increase performance. They must bring these activities into balance with talent development and begin to reduce the future liability the company faces if its workforce fails to perform and compete. This risk is very real and cannot be ignored.

Training executives must frankly address both of these issues with their bosses so they are aware of the critical nature of the problems and potential consequences to the company. This should prompt them to increase budgets, especially when heads of learning are able to link increases in performance and productivity to an enhanced bottom line. The worst-case scenario is not advising them of the problem, only to be surprised when the problem surfaces with its accompanying consequences. This decision places both the company and its employees’ welfare at risk.

Essentially, workplace performance cannot be ignored to concentrate only on talent development. Both are equally important to the survival and sustainability of the company. Until training executives can bring each of these issues under control, they have the responsibility to balance them so as to not damage the future viability of the business. This juggling act will not be easy, but it is possible.