HR Pulse - Spring 2009 - (Page 22) TALENT MANAGEMENT FROM THE TOP DOWN • Increase opportunities for key talent pools • Identify positions where employees can be most successful and contribute the most to the organization • Assess key job functions across the organization. The three-step process includes organizational analysis to determine talent requirements, talent identification and review, and a succession-planning review. Each senior vice president works with HR to conduct talent meetings. “Our HR leaders work as consultants with the senior vice presidents and their groups, and that consulting role is critical to the overall success of our model,” says Ferguson. The process is not limited to midyear, however. Executives at all vice president levels also hold other formal and informal discussions throughout the year about job openings, the current status of NYP’s talent pool, and the training and development needs of specific individuals. Success Factors According to Ferguson and Silk, the key factors in the success of their talent management strategy are: • Demonstrating clear leadership at the senior executive level • Aligning people development with strategic objectives • Working directly with senior leaders to make sure they feel accountable for the strategy • Collaborating to ensure the right stakeholders are involved and responsibilities are understood • Building people development processes that evolve over time, while staying focused on strategy. They talk about building a “talent advantage,” which depends on NYP’s ability to identify talent pools, develop talent consistently throughout the organization, and create unambiguous accountabilities for talent development. While the benefits of talent management usually are talked about from an employer’s perspective, Ferguson points out that it’s also a responsibility an employer has to its employees. “A systematic approach to managing talent is not only an imperative for business operations over the long term, it’s also a matter of treating employees right. We owe them every opportunity to develop their skills and abilities,” he explains. ■ Anne Coulter is a freelance writer who lives in Evanston, Ill. Learn more about her at www.bigleap.com. NewYork-Presbyterian Hospital at a Glance ✓ ✓ ✓ 19,500 employees in five facilities 1,200 first-line managers 2,200+ beds Ranked 6th on the 2008 U.S. News & World Report’s Honor Roll of America’s Best Hospitals for third consecutive year • Ranked 96th among national and global companies in Training Magazine’s 2008 Training Top 125 • 2008 employee survey results exceed HR Solutions’ normative scores in nine of 10 employee engagement categories, with three placing in “Best-in-Class” • • • • 22 HR Pulse Spring 2009 298018_JAMACareerNet.indd 1 10/13/06 7:50:16 AM http://www.jamacareernet.com http://www.bigleap.com
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