A specialist in both the art and science of talent management, Handfield Jones helps organizations make stronger, more explicit connections between the talent in their organization and their business imperatives.
It is never easy deciding whom to promote, develop, retain, redeploy or terminate. By nature, the issues related to talent management have fuzzy edges and are often charged with emotion, or coloured by politics.
Handfield Jones brings a neutral, more objective perspective to your talent discussions. We can afford to ask the sensitive questions, be more candid, less emotional and more to the point.
We do more than design and facilitate a process. We work side by side with you and your team to gain deeper insights, grapple with difficult issues, think through possible solutions, and ultimately arrive at concrete action plans for each individual involved. We help decision makers accelerate the development of high potential leaders and act decisively on low performers.
There are a variety of ways we work with our clients, from high-level design work all the way to hands-on facilitation and talent coaching – from one-on-one discussion with the CEO to leading executive team talent sessions.
Our aim is to increase the talent acumen of our clients while directly working with them to build a stronger talent pool in their organizations.
So how exactly do we do that?
- We take executives through a rigorous assessment of the current performance and future potential of each of their direct reports and help them to clearly articulate each person’s unique strengths and weaknesses.
- Help executives create tangible action plans for each individual.
- Prepare each leader to conduct candid, meaningful discussions with each of their people regarding their performance and potential for growth.
- Help the executive team formulate succession plans for the most senior executive roles and prepare for a variety of staff moves.
- Look at the strengths and weaknesses in the overall talent pool and correlate this with the imperatives for business performance.
By the end of this process, the CEO and the head of Human Resources have a clear view of the talent pool 2-3 layers down in the organization and can hold leaders accountable for talent building. And the CEO is ready to share a rich assessment of executive talent with the Board.