20 years ago everyone was unique. Everyone had their own process and their own terminology. And they spent large sums of money to adapt their Talent management system. What has happened since then?

I have been into more than one initiative to standardize processes and say hey, we have done this a number of times before, let us share our knowledge”, and it failed. But recently I see more and more interest in “going standard”, to not do any expensive customizations, and also listen to others.

We are not unique

I have heard from more than one in last couple of years.

I have heard from more than one in last couple of years.

We are willing to change slightly if we can save money

is another thing I have heard.

And the interesting thing is that they mean it.

The talent management processes might finally have gotten to the point where the willingness of the practitioner to adapt and the ability to configure a system is meeting each other. Which saves huge amounts of money, and is ultimately what makes SaaS (Software as a Service) possible.

When “all” systems are becoming more and more like the quality of your consultant is more and more important. Does it understand your needs? Does it translate it to a good configuration? Does it have the experience to actually advice on the process? (and not just select the settings in the system it happens to deliver).

Recruitment had for a long time now almost being considered a commodity, and I think the rest of the TM processes is heading the same way, but then the ability to make it usable and get out the data/reports needed is more important than ever. If your consultant is not able to advice on that, don’t change system, change consultant

Why silo free

Why is silo free so important? And what do I mean? Let me explain.

Talent management, as is the term I use, is made up of several sub processes. Some of them are

  • Recruit
  • On board
  • HR core
  • Develop
  • Learn
  • Career
  • Succession
  • Performance
  • Reward
  • Off board

There are, depending on your definitions, more, but let’s stay there.

If you have each of them as silo each of them will be specific, and rely on integrations to work.

  1. What will you reward in a siloed reward process?
  2. How do you onboard without learning and goal setting?
  3. Learn, based on what?
  4. How to identify, and grow, successors?

And so on.

Without a silo free talent management landscape you are constrained by the integrations. With a real silo free world you can do whatever you want based on anything else.

  • Set goals based on previous employments.
  • Reward based on exam scores from learning.
  • Grow successors by mentoring.
  • Select learning based on subordinates goals.

The possibilities are endless, and we have not even mentioned analytics yet. Why be constrained by an export of data? Make it on real time data.

If you have different processes and don’t leverage the power of combination 1+1 will never be more than 2.

So silo free is about access to your data when and how you need it for your talent management to be truly awesome.

A new swedish survey shows that the amount of companies checking candidates on social media is going down. 

Swedish chambe of commerce has in a survey uncovered that companies use

references 97%

previous empoloyments 77%

education history, 60%

social media 38%

The last is a number that has gone slightly down. One reason they say could be that companies are taking personal integrity more serious. But I have another idea. Its just useless.


More and more people are realising that social media is being checked, and therefore take steps to limit what is exposed. An employer can only see public posts on facebook, so if you limit your posts to friends, nothing is seen. So my guess is that it is not the companies taking personal integrity more serious, it is more candidates waking up and start to take it seriously.



OnBoarding is important it can be make it or break it for your relationship with your newly hired employee

We have all been there, new at a job, first couple of weeks, new faces, new procedures and process, new rules, new co workers and so on. It probably starts all exciting, but is it still exciting after 1 week, 2 weeks? Studies shows that 33% of employees knew whether they would stay at their company long-term after being on the job for one week or less; 63% knew within the first month. So how you welcome them is important, so they don’t loose that excitement.

First thing to realise is that onboarding is so much more than get bank account details and signature on safety procedures from the new employee. These are just the admin side of it.

So how do you achieve that? Its not easy to say, but its easy to point out a couple of things you don’t wanna do.

1. Don’t abandon your new employee

Ok, you don’t have tasks for them yet, so you don’t really have anything useful for them to do. And you yourself are swamped with to much to do. And then focusing on your job and leave the new employee to fend for itself is one way of getting the excitement to go. You really need to spend time with your new employee, get it to feel it is wanted and part of the organization. Or appoint someone to do it, a buddy.

2. Make a plan

Make sure you have a plan for how to get your new employee up to speed, and communicate it. Require your new employee to put in some effort and follow up on it. Don’t let it slide. If your new employee don’t feel you have a plan and are on top of the start, chance are they wont think you are on top of the rest either.

3. Involvement

Get the new employee involved with its new group, with its new customers, with its surrounding eco system. Even if it is early and they still need training, they need to feel there is an eco system with other roles around that actually work.

So get in there, put in the extra effort. It will be worth it.

We discuss talent management, processes, actors, responsibilities, opportunities, talent development, transparency and so on. But we mostly apply it to others.
Warning, a personal reflections post ahead.


I have the last couple of weeks applied it to myself. What are my strengths and what are my development areas? What is my career goal and how can I get there?


One interesting thing I came to realise is that for me those questions are not the most important, and when realising that I realised that when I did the same exercise 10 years ago I came to the same conclusion. And the forgot about it.


For me a job with challenges is important. I need feedback and recognition. Hell I actually need to be told when I do something bad once in a while  I learn, I ponder feedback and I need it. Without it I ask myself “does it matter”. Leave me alone and I get bored.


Career? I’ve had one. I’m not motivated by people management “tried that, got the t-shirt”.  
Goals? Well if they are meaningful, otherwise don’t bother me. 
But challenge me. Give me feedback. Recognise me when I do something good. Am I attention seeking? Sure, I write a blog don’t I? But is that bad? I don’t think so. We all thrive on different things (read my post about incentives and rewards), I thrive on challenges and recognition.


Once you realise what makes you tick, then you know what talent management tools to apply to yourself. And on others.

No ratings?

I’ve been conducting workshops for a customer and we got to look Into things in the system they don’t use. Got to calibrating assessments and they said, we don’t do that

 Can you not assess people, rate them and measure it? 
They claim so. And they have the numbers to prive it. People stay long, plan careers in the company, and they make profits in a couple of Hundred countries. Strange, yes I know. 
They say that clear expectations and good dialogue is the key. To trust in people and evolve them. Get managers from inside. Sounds a bit weird , and yet, it works.
Are we wrong when we always want to assess, rate and calibrate?
I dont know. I do know that there are more than one way of doing this. And whatever way you choose. Be patient. Be open. Be fair. 
Maybe it’s not the way you choose but how you behave that matters? If you treat your employees with honesty and transparency, it does not matter what you do?

No you are not unique

I’m on my way to Dubai to conduct a couple of fact gathering workshops to uncover all requirements on a talent management software. Fun and interesting and also an exercise in the game “no you are not unique”.


I have come across many organizations that have some unique processes, forms or terminology. And they have spent lots of money to change their software to match their wishes 100%. Money that could have been used wiser.


To many HR practitioners are in love with their own unique way. But if we try to be honest. Most unique ways are not really unique, they are variations of what a lot of others do. Just because you use another word you are not unique. You might just be confusing. Your employees does not understand, your managers don’t understand and your vendor is happy sending you bills. 


Stop it


If you are willing to change just a little bit you can buy standard. It’s cheaper, and just as effective, or more, as your unique, or weird, way of doing things. Look at your processes and ask if they can be tweaked to suit standard.


That will be my mission for the upcoming week. To gather requirements and see how to address them with standard. 

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