Our mission here at CEO Works is to help enterprises around the world achieve Talent to ValueTM.
Talent to Value is the game-changing talent management practice at the heart of our firm. “Achieving talent to value” is a matter of, first, dynamically and iteratively connecting the organization’s ambition to five to seven value hotspots; second, connecting these value hotspots to activity systems and the vital few critical roles that drive value delivery; third, “clicking” the right talent into each and every one of these forty to fifty critical roles (what we call role•talent combinations); and, finally, washing out the execution risk through a precise transformation framework.
“We have bigger things to do right now than focus on value.”
This is what I have been hearing in many of the conversations I’ve been having with private equity owners and operators in the last while. We live in strange times indeed when value (traditionally expressed as market cap), an all-encompassing indicator of success, takes a back seat.
The way I look at it, onboarding programs should be taken more seriously in the world of talent management. Done well, onboarding can help people in roles critical to a company’s value agenda get traction in their jobs much sooner, accelerate results, and reduce time to value. Onboarding, therefore, has to be more than just a matter of lining up a series of personal introductions. It should be a matter of precisely introducing a person to what is “new” to them—the specifics of their work, the challenges of the business, the anticipated risks they will face, as well as their key working relationships—in a way that will have a significant positive impact on both their performance and their results.
Like most CHROs, I have spent all of my career operating within the universe of talent management. The established, widely accepted practices and processes of talent management, many of which are highly consensual, have stood me in good stead. In fact, I and my C-suite partners have only ever had one serious concern when we look at our well-equipped HR departments: how we manage talent isn’t always linked tightly with what is relevant to the company’s performance.
It is up to you as CEO to calm the chaos and focus your organization’s people and resources on values-based value creation.
Considering the number and scope of the decisions you have to make these days, it’s probably not even humanly possible to look at everything being brought to you. The reality is that the important, urgent issues being thrown at you are not going to stop. The emotions being stirred up are not going to subside quickly. Spreading yourself thin to cover everything won’t get you or your company far in this day and age. What you need is leverage.
C-suite leaders have been inundated by the practical problems they are facing in the wake of COVID-19. Many have had to completely rethink what matters to their business and adjust their operations accordingly. In the initial turmoil of the pandemic, many people became more amenable to change. Now some individuals are insisting, “Everything will be different.” Such desire for sweeping change, while it may be based in good intentions, noble aspirations and opportunistic thinking, is not always realistic.
As the world changes, so too does “value” change. It literally moves around. What consumers willingly paid for yesterday becomes passé overnight. What they will willingly pay for tomorrow just as quickly becomes today’s business imperative.
To keep up with these value shifts, senior leaders move financial capital at lightning speed from points of lower return to points of higher return. Obviously, they also need to assemble the right talent at these “value hotspots” if their companies are to win. The problem? The traditional tools of HR are fixated on the talent side of the equation to the exclusion of the value. They can’t connect talent to value fast enough or dynamically enough.
Welcome to part 1 of our New Work of HR series.
In this 6-part video series, our founders Sandy Ogg, Sumeet Salwan and Shefali Salwan discuss the new work of HR. This new work requires us to focus our attention on Talent Management, Organization Shaping and connecting talent — and values — to value. In part 1 of our series, Sandy and Shefali consider their perspectives on Talent Management and Performance Management within the context of the Jobs To Be Done, the pre-defined jobs that will deliver the value outcome as specified in the Role•Talent Card.
Welcome to the final part of our Connecting Talent to Value series.
Now that the value has been identified, the roles have been determined, the right talent placed in those roles and we've factored in the risks, it's important to remember that our work is not yet complete. Value Coaching is an ongoing process that requires adjustments along the way in order to generate and maintain an upward trajectory.
Welcome to part four of our five-part series on Connecting Talent to Value.
No high-stakes venture would be worth undertaking without first considering the risks involved and determining if and how those risks are to be mitigated. We want to bend the curve upward, not the other way around so we use a simple traffic-light system to clarify the dimensions of risk.