Posts Tagged ‘career planning’

Strategic Human Resources Planning – Part 2 of 2 (Talent Development and Diversity)

This blog is loaded with lots of useful links – please explore them!

In part 1 (link), published last week, I argued that Human Resources Strategic Planning should be one of the foundational activities for any enterprise since expenditures on people resources are most often the largest expense . In addition, in an increasingly commoditized world, talented people are now most often the differentiating factor in outpacing competition and winning market share. I find it very ironic that many executives do not get this and spend very little time or money developing human resources and leveraging their talent.
HR March 2014
I then summarized an outstanding practical workshop that Molly Hegeman, VP of HR Services for CAI (link) presented at the January monthly meeting of TSHRM (Triangle Society of Human Resource Management.) In this session, Molly defined strategic planning, provided the steps to do it, and highlighted key emerging areas to consider while planning.

In part 2, I will highlight my two areas of consulting expertise and how they fit strategically into Human Resources Planning: talent development and diversity management.

My first area is in employee talent and career development with my innovative Total Engagement Career Mapping services. This is a process that is customized for the individual enterprise to engage employees in longer range career planning. In addition to assisting employees to gain key competencies for their current position, companies should prepare their talent for positions 3, 5 or 10 years down the road and build a robust leadership pipeline. When employees are engaged in meaningful career planning, they are more excited about their work and productivity improves. In addition, companies experience lower attrition and can save millions of dollars in additional recruiting and onboarding costs.

Additional resources:

An online article in ZipRecruiter about his process: How to Attract and Retain Top Talent through Career Mapping.

A blog: Are You Protecting Your Company’s Largest Investment?

A blog: How to demonstrate the business case for investment in employee development

My second area is Diversity Management – I can handle all areas of diversity strategy, program execution and training, with a deep specialty in the LGBT (Lesbian, Gay, Bisexual, Transgender) workplace and marketplace. Companies are increasingly understanding that an organizational diversity strategy is not just simply a good thing to do, but is a critical component for business success. Recruiting top talent from the widest possible talent pool, leveraging diverse talent with innovative ideas, connecting positively with a wide range of community organizations, and reaching out to new diverse markets are all key factors in increase profitability.

An additional resource:

A Blog: Demonstrating a business case for investment in diversity initiatives.

Please feel free to contact me at to set up a call to discuss how my expertise in these two areas can benefit your enterprise!

Investing in Employees Part 2 – The Specialist and the Generalist

In the first part of this blog series (link) last week, I examined the question of whether corporations should consider their employees a short term expenditure or a long term investment. I argued that even though some portion of employees may only be engaged in the short term for peak periods or special projects, companies do need to invest in part of their workforce as long terms partners who understand the business, the market and the customers.

Another dynamic in the employee investment space is the question of nurturing specialists and / or generalists. A specialist is an employee who develops a very deep expertise in one function of the business such as manufacturing, finance, human resource management, or sales support. A generalist, on the other hand, may spend time in several functions within the business and gets a broad understanding of how all the parts of the company come together.

So how does an individual determine if they should become a specialist or generalist? And should a company promote career growth in one or other of these areas over the other?

First, how does one make this choice? Really it should depend on what the employee themselves desires and where their talents lie. Some people love to develop outstanding depth in one area and become a subject matter expert. They love being deep in one area and becoming the “go to” person within the enterprise to help others and enjoy sharing their knowledge. Other people get bored after three or four years in one area. They get restless, yearning to learn and try new things. They enjoy seeing different areas of the business and how the pieces come together. Each person needs to determine their own path – check out my blog on career planning and the kinds of question you can ask yourself to help determine your path.

A strong organization will normally have a mix of specialists and generalists

Second, what should a company promote? Both! Strong enterprises are built on a good mix of specialists and generalists. Companies need both those people who have a deep understand of an area, and those people who understand the large picture and the general landscape. And both sets of people – the generalists and specialists – need each other.

One group should not value themselves over the other group and feel they are more critical. A diverse team that is successful realizes that everyone needs each other and their strength lies in their collective talents.

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