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Andy Rice

Andy Rice, Principal and Lead Strategist of Black Box Consulting, has played an instrumental role in the success of key clients, working with Fortune 500 companies on critical initiatives including integrated talent management planning and assessment projects, talent management optimizations, technology selections and implementations, change management efforts, and talent management transformation programs. Prior to establishing Black Box Consulting, he developed an extensive background in business process management, talent management, and human resources. He held roles as practice manager for integrated talent management and principal consultant at the Newman Group (a division of Korn/Ferry International), senior project manager at Yahoo Resumix, staffing director at Genentech, and regional HR director of Viant, a global Internet and business consulting company. He also has an extensive background in talent acquisition, learning and development, performance management, leadership development, succession planning, compensation, and workforce planning.

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Integrated Talent Management: What Is It and Why Should You Want It?

by May 15, 2012, 5:22 am ET

How familiar do the three scenarios below sound to you? They’re a few examples of how the siloes in talent management impact HR, employees, managers, candidates, and corporate executives. The impact: companies waste time and money; they compromise on the quality of their talent; their employee engagement deteriorates; and, ultimately, their business performance suffers. Breaking down these siloes is the topic of a workshop I’m running at the fall ERE Expo.

Here are those three well-intended but ineffective scenarios of siloed talent management:
  • Company X has a rigorous succession planning process, but the results of this process sit in binders in several HR business partners’ desks. Mary, a senior manager, has a critical vacancy, so she calls her recruiter, John, to fill it. John hires a retained search firm at great cost and expends a great deal of effort, but finally fills this critical but difficult-to-fill position. After the hire, John gets a call from his HR business partner, who asks, “Why were the three ready-now internal successors identified during talent reviews not even considered for this position?”
  • Brad, a manufacturing site manager at Company Y, reviews his staffing needs on March 15 and determines that his plant is fully staffed. However, on March 22, he calls his recruiter, Jane, and tells her a change in business strategy has occurred, and he needs 100 new people at his plant by the end of April. Jane thinks, “Senior leadership must have known about this change three months ago. If only I had known ahead of time, I could have proactively pipelined external talent, and worked with Learning and Development and Succession Planning to pipeline internal talent. At this point, I’ll never be able to meet Brad’s timeline!”
  • Peter, a new employee at Company Z, meets with his manager, Lisa, two weeks after his start date. In that meeting, Lisa tells Peter that HR requires every employee to have a development plan. She hands him a copy of the development plan template, and tells him to put anything he wants on it. Peter thinks, “I wish Lisa would give me more direction and support for my career development. I interviewed with so many people to get this job; you think they’d have some sense of my development areas and some suggestions for how to grow. I guess this company’s stated commitment to employee development is just lip service.”

Integrated Talent Management: the Solution keep reading…