When it comes to making decisions and choices it is easy to be overly influenced by our own perspectives and experience as well as the drive to get actions as quickly as possible.
I have found however, that the additional perspectives, relevant information and discussion will result in better decisions. These three are also key enablers in the successful implementation of these decisions.
1. As you work to identify your talent priorities, using a diagnostic tool such as the Talent Strategy Scorecard is one part of this information gathering process.
Tip: Get others in your business to complete the Talent Strategy Scorecard themselves. Compare your results and use the differences to open up your discussion on the reasons and the learning it provides.
2. Another part of your information gathering is to talk to people. Talk to a wide range of people so that you get insights from different roles and functions. Talk to people who are known to be contrary, who do not always go with the corporate view. In most cases they simply look at a situation with a different set of values and are not trying to be confrontational.
Tip: A powerful tool to use in these conversations is one that coaches use a lot. It is called Active Enquiry. This is where you ask open-ended questions to delve deeper into the situation being covered and uncover insights.
3. When it comes to relevant information, you cannot align your talent priorities with the business’s objectives if you do not know what they are. You may not be in the role that gives you full visibility of the business strategy but that does not mean that you can’t have the right conversations with the right leaders in your business to clarify which aspects of the strategy are enabled through effective talent approaches and solutions.
These points bring focus to the information you need to make the right talent decisions. They are focused on business needs rather than so called best practice which has no context.
For senior executives applying this approach it get’s to the core of what is essential for their business’s success and the related decisions that need to be made with talent.
For HR leaders it is a way to demonstrate that they understand what makes the business tick and be real business partners to their executives.