Read the scenario below. If it sounds familiar, it may be time to refine your organization’s approach to talent management. If that’s the case, we can help.
Jill Smith is an HR professional at a quickly growing shoe company, Sandalias. The founders started the company 10 years ago, and after several years of incubation and hard work, their market is expanding quickly. While some sales are online, most sales come from brick-and-mortar stores. Innovative design, great marketing, and an excellent customer experience have gotten the company to this point.
On a recent Monday morning, Smith received a call from the head of marketing. Some social media attention the company received prompted a competitor to poach Sandalias’ best marketer. The head of marketing needs a replacement ASAP. Smith makes a note to talk to recruiting and heads to the break room for some coffee.
While in the break room, she runs into Steve Palmer, vice president of manufacturing. Palmer tells Smith that he is worried because his two best managers are nearing retirement age, and he doesn’t feel comfortable with any of their direct reports ability to replace them.
Returning to her desk, Smith catches up on her emails. She finds a message from a district manager that says (in all caps) that her region needs three new managers pronto. Smith cringes at the message. Sandalias will be opening five new stores this year, and only two assistant managers are ready to assume a manager role, and lately, managers recruited from outside Sandalias haven’t worked out too well. Smith has raised the idea of a more systematic approach to talent management in the past, but the founders thought they knew who the players were in the company, and managers were wary that new, more centralized programs would constrict their decision making. Smith needs a better way to make the connection between the success of the company and the need for talent.