Are your strategic talent management processes in alignment?
I am currently coaching the senior leadership team of a company in a very competitive market. They have been very successful but don't have the technology, financial resources or critical people to grow the business.
The President/CEO is currently interviewing candidates for a critical vice president of technology position. I will conduct extensive competency-based interviews with the final candidates and incorporate personality and ability tests. We want to ensure that people and processes are in alignment.
Your business is constantly changing. So are your customers. Depending on your industry, this may be rapid—or extremely rapid. If you don’t change along with the business environment, you may become seriously out of alignment. What got you here today won’t necessarily get you there tomorrow. The people you hire, the way you organize them, the economic incentives you offer them and even the tasks you delegate may no longer create the culture and outcomes that are critical to success.
Have you checked to see if the design of your organization still aligns with key success factors for your business? Effective executives regularly seek advice and fresh perspectives from people who are less emotionally invested in their business. This allows them to determine whether historically relevant aspects of the business remain critical to tomorrow’s success.
Ask yourself:
• Does the design of my company still align with key success factors?
• If I had to design my business from scratch, how would I create it? How would it differ from the current design?
• Should I create a task force to answer these questions and make recommendations?
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