Strategic Consultation on Talent Management
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 Before implementing a talent management strategy it is essential to make sure the organisation has a clear and compelling direction behind which people can align their talent. Once this is known, leaders should consider their philosophy for talent in order to set the tone for the organisation. These two steps are the vital precursors to establishing a talent-centred culture.
How Primeast can support your leadership team
We have significant experience in working with leadership teams to establish and communicate direction and to help them consider their corporate beliefs around the talent agenda.
In practical terms this usually involves an initial dialogue with the human resources or talent management professionals in the organisation in order to understand the corporate context and requirements.
Engaging with your leaders
We recommend a personal consultation with the chief executive, head of business or leadership team. This dialogue will provide the leader the opportunity to reflect on recent strategic messages that have been communicated to stakeholders, especially to managers and staff. We will explore the current adequacy of these messages and whether anything has changed. Using this information as the focus, we can then discuss how important it is for the organisation to have an expressed philosophy for talent.
Establishing a corporate stance on talent
Does the organisation believe that a competent workforce is what is required for the delivery of a consistent service? Or is it important to play to the strengths of individuals thus tapping into their unique talents? Does the organisation believe that talent is the domain of the “talented few” or something that everyone has? There are no right or wrong answers here but the stance the organisation takes on these matters will set the prevailing tone for talent and performance management into the future.
Strategic implications and taking stock
Once a strategic dialogue has been conducted, the implications for the organisation should be considered by those responsible for implementing talent management. When we have determined a clear philosophy for talent, it is important to hold this against relevant performance management, people development and other human resources processes to test the implications. As a result of taking stock, it will be possible to put together a specific plan of action that takes account of any policy or process changes required as well as the roll-out of leadership and team development.
Consultation agenda
We recognise that your organisation is unique, as are your preferred ways of working – the above descriptions are only presented as suggestions. However, you may prefer a more collaborative approach where the leader and senior leadership team work alongside their human resources colleagues to explore direction, philosophy, process review and planning. We will adopt an approach that suits your style and organisation.
 Talent Liberation was developed by Primeast as a strategy for competitive advantage, building on the fact that people are unique and perform at their best when they do what they’re naturally good at in support of clear goals.
The focus of talent management for most large organisations is the identification and development of talents held by high-performing and potentially high-performing individuals (the critical 10% or “HIPOs”).
Whilst this is important, at Primeast we believe that organisations neglect the talent of the other 90% at their peril. For this reason, in collaboration with our clients, we have established Talent Liberation as a philosophy for leveraging the talent of all staff and creating a talent-centred culture that adds value.
Talent Liberation is best summed up in the following philosophical statement:
Organisations reach prime performance when they recognise, value, develop and use the unique talents of their people in the delivery of their objectives.
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