IS TALENT MANAGEMENT PART OF THE PROBLEM OR PART OF THE SOLUTION?

Seven years of research into the question If HR practice in talent management and succession planning works, how coe the wrong people still so often get to the top? leads to a stark conclusion. Most of the processes we have designed to bring order and control to identifying, nurturing, promoting and retaining talent donít work. Indeed, they often make things worse. The reason is evident: these processes are based on assumptions that the relationship between employers and employers is a simple, linear system, when it is actually a complex, adaptive system. David will offer practical ways, in which HR can refocus approaches to talent to make them more enabling and less controlling, less static and more dynamic, and create greater alignment between the aspirations of employees and those of  their employers.