Human Resources - Talent Management Through Talent Intelligence
Years ago Howard Gardner initially identified seven multiple intelligences.
Later Daniel Goleman furthered added to that discussion through his work with emotional intelligence.
Now with human capital slowly becoming the competitive advantage there is a new focus on talent intelligence.
As in the case of any intelligence, measurement is required and that leads to analytics that allows for determining below, average and above average performance.
Of course for that to happen requires first identifying the talents, in the case of talent management, defining them and then determining the observed behaviors.
Dr.
Robert Hartman through his work in the science of Axiology subscribed values to feelings.
His work in this science allowed him to not only measured how people make decisions both externally and internally, their external and internal levels of optimism and pessimism, but to identified those key attributes or talents that contributed to the overall decision making process.
Some of these key talents also had the capacity to be motivators:
From this effort, human resource professionals can begin to align specific talents to key roles and their respective responsibilities.
In simpler words, making sure the right people are in the right corporate bus seats provided the culture of the organization is not toxic.
Just imagine for a moment your executive or middle management had a better understanding of how people utilized their talents when making a decision? What would this mean for the overall performance of your team? Unfortunately even though organizations say they value their people and hence the collective strengths of their workforce, their actions indicate otherwise.
For example, when reading any corporate report, there are always the following Chief Officer designations:
By taking this step, alignment begins to happen between strategy, structure, processes, rewards and people leading to improved results and much happier customers as Jay Galbraith described in his 5 Star Model for organizational development.
Later Daniel Goleman furthered added to that discussion through his work with emotional intelligence.
Now with human capital slowly becoming the competitive advantage there is a new focus on talent intelligence.
As in the case of any intelligence, measurement is required and that leads to analytics that allows for determining below, average and above average performance.
Of course for that to happen requires first identifying the talents, in the case of talent management, defining them and then determining the observed behaviors.
Dr.
Robert Hartman through his work in the science of Axiology subscribed values to feelings.
His work in this science allowed him to not only measured how people make decisions both externally and internally, their external and internal levels of optimism and pessimism, but to identified those key attributes or talents that contributed to the overall decision making process.
Some of these key talents also had the capacity to be motivators:
- Material Possession
- Personal Relationships
- Self Improvement
- Sense of Belonging
- Sense of Mission
- Status and Recognition
From this effort, human resource professionals can begin to align specific talents to key roles and their respective responsibilities.
In simpler words, making sure the right people are in the right corporate bus seats provided the culture of the organization is not toxic.
Just imagine for a moment your executive or middle management had a better understanding of how people utilized their talents when making a decision? What would this mean for the overall performance of your team? Unfortunately even though organizations say they value their people and hence the collective strengths of their workforce, their actions indicate otherwise.
For example, when reading any corporate report, there are always the following Chief Officer designations:
- Executive
- Operations
- Financial
- Information
- Technology
By taking this step, alignment begins to happen between strategy, structure, processes, rewards and people leading to improved results and much happier customers as Jay Galbraith described in his 5 Star Model for organizational development.
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