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I am reading he book with the title above. The subtitle is “A Practical Approach to Implementation within SME”. It was two things that attracted me
  1. Combination of performance measurement and balance scorecards
  2. SME (Small to Medium Enterprises)
One thing in this new book (published 2012) that bothers me is that is relies a lot on studies made 10 years, or more, ago. When the authors say that a SME does not know that Talent Management suites exists I don’t think that is true anymore. 10 years ago the suite was a new thing. There were not many around (hey, the term Talent Management was barely around) today we have a lot of TM suites out there, and some are targeting the SME.

To be true. To implement a Performance Management process in  a SME and a big company is two different things. And the software supporting it need yo be designed with that in mind.

A SME still need the silo free talent management that only a suite can offer. They just must have it easy to use. A lot of people are doing multiple jobs, so the system need to be able to handle that in an easy to use and easy o understand way.

  • Make it easy to prefill system with data
  • Make it easy to adapt to the fast changes in an SME
  • Make it easy to generate reports, that are easy to understand
  • No one need the really advanced features, they want it done.
  • No one has the time for endless workshops and training
In an SME performance must be easy yo use, hands on, and show results.
That can be done with a proper suite that gives silo free talent management in an easy to implement and easy to use way.

During the last 10 years a revolution has happened, to bad the book sometimes misses that in its eagerness to refer to studies.

I will later be back with a more full review of the whole book

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Ok, I admit it. Dave Ulrich has been an long time influence, and I am not even educated in HR. But as I have been working in talent management land since 1997 I have come across his name time and again.

So when I saw a new book I became interested. And its good, no doubt about it. Its written by Dave Ulrich, Brian E. Becker and Mark A. Huselid. And if I should ,summarize it really short its about how HR is to get that seat at the table that has been the buzz for at least 10 years. And the answer is by starting to talk numbers.

Only by developing a system with measurements that can be connected to real money will HR be taken seriously by everyone else. Sounds like something obvious, but what this book does is to tell us how this an be done. It defines the basics, shows how this must be connected to events generating or saving money and also that the connection must be evidenced so that anyone can see and believe it, not just the believers.

By creating a HR scorecard we can get to a point where HR can be measured on bottom line, and rewarded like everyone else.

Along the way they define the competencies in HR and identify a new one and also talk about how to implement it successfully.

For anyone who wanna know how that famous seat is to be claimed  this is a good book. It gives you all the info you need but at the same time leaves up to you to actually do the work in your organization.

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Another Talent Management book that tries to define what it is and tell us how to work with it. The angle in this book is that you should keep it simple and not add anything to your processes unless the benefit really outweighs the cost.

One page talent management

One page talent management

Well. That sounds like an obvious statement. But if that is a fact why do so many organizations make it so complicated? One reason is probably that it is still far too common to see our TM processes as unique and we really need them as our own business is so different and unique. Well it’s not.

The book goes over the processes for

  • Performance management
  • 360 assessments
  • Talent reviews
  • Succession planning
  • Surveys
  • Competencies

The conclusion is that for each process you should look if you need it. What parts do you need and what data do you need to collect. Don’t collect any data that you don’t know what to do with. Do away with all the “it’s good to have for the future”

What I like with the book is that in every chapter they comment on the most obvious objections you might get from people around you. Off course that is also a way to get you over to the simplistic side of things.

It’s a really good read for a number of reasons. It gives a good overview of Talent management. It gives you tools to implement easy processes and it also might open up your eyes for the fact that you are not unique and you don’t have to be unique.

And the last part opens up the road for using standard software to support your processes without all this overcomplicating adaptations that we are so fond of.

 

 

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