Swistro Advisors publishes a quarterly newsletter focusing on management essentials for senior managers: communication, workload management and delegation, goal-setting and motivating team members. These newsletters - "Lessons from the Field" - are drawn from Chris Swistro's extensive experience helping clients overcome obstacles to better team and personal performance. Take a moment to browse through recent editions.
Chris Swistro recently authored a white paper on the topic of talent management for a national organization, the Electronic Commerce Coordinating Council. Talent management comprises a spectrum of activities aimed at both the recruitment of talented job candidates and at how those workers are managed after they’re hired. It is the collection of specific functions and practices within an organization, and an organizational “mindset” about workers. Underpinning the concept of talent management is the idea that workers bring more to the job than a standard list of base level skills. In contrast to the traditional idea of labor simply as an input to production, today talent refers to “the total of all the experience, knowledge, skills and behaviors that a person has and brings to work.”(The Talent Powered Organization, by Peter Cheese, et al. p. 46) While this holistic way of looking at talent management is relatively new, research shows that organizations that have implemented talent management practices perform better than those that don’t. That is, they know how to define their talent needs, acquire and deploy that talent to maximum effectiveness for the organization, and engage and, thereby, retain that talent.