HR as liberators

People are the biggest asset of most organisations and CEO's want their HR team to be disruptors, to take a strategic view and to be proactive in leading the people agenda.

HR have a key role to play in liberating talent. Key to this is:

Understanding your organisation, the context, challenges and possible future scenarios. Using this insight to develop tailored solutions.
Using evidence to improve outcomes through improved decision making. Asking the right questions and seeking data to build insights.
Broadening the ecosystem, looking beyond the traditional boundaries of the organisation and thinking about "borrow" as well as "buy" strategies.
Adding value through formal process, but not wasting time on processes which bring limited returns.
Promoting a positive talent climate so everyone is encouraged and supported to work at their personal best.

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From Talent Management to Talent Liberation

A book by Dr Maggi Evans, Prof John Arnold and Dr Andrew Rothwell

Talent management as practiced in most organisations is not fit for purpose. It is driven by an underlying assumption that talent is scarce; it is based on narrow views of future organisational needs and individual cases.

A more dynamic approach is needed that harnasses more of the talent that is lying dormant and that recognises the real challenges facing organisations and individuals in this changing work environment.

Talent liberation provides a solution. It looks to maximise existing talent, building agility, engagement and capability through a partnership approach that extends beyond the traditional boundaries of the organisation.

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