Talent Management – Exporting Talent—creating genuine value

We are talking about laterals or promotions from one department or company location to another — “Exporting” people to new positions to further their careers.  For many managers moving talent along to new opportunities is plainly just hard to do.  For skilled leaders, it is not.

Exporting talent strengthens the organization and sends clear, highly visible messages to other onboard professionals.  Moving talent says that the business is interested in and supports career growth.  And for those businesses who do this well and, who take the time to track statistical data associated with career growth, those businesses have a great story to tell and sell as an integral part of the recruiting process. Talent Management metrics are unbeatable when it comes to recruiting and the competition for talent.

Exporting talent broadens experience, presents new challenges,  new perspectives, new work environments, new learning situations, and new managers to test adaptability… all these  are advantages of lateral moves and promotions; that is  far from  an inclusive list. Global assignments are particularly valuable for the company and professionals who are willing and adaptable.  This list is a good example of the additives to career value.  And when compared to compensation it is clear that the latter does little to further a career.

When to export relies on the professional’s grasp of the skills and competencies developed in the present assignment.  It is not uncommon, and I so clearly remember this from my time in global work, to find many professionals having career time lines which had little flexibility.  Timelines that map out new assignments every two years, with no recognition that the learning provided on the current position has provided a strong basis for the next, can lead to failure on the next assignment.  Absent that recognition, inflexible timelines can prove to be a recipe for eventual failure.  It is management’s job to provide the coaching and mentoring to assure the move is appropriate and timely.

Exporting a ready professional is the highest reward for great performance. 

It requires time to sponsor a move, and, great, accurate communications. The process needs to anticipate the timing of the readiness of the professional.  It can take some planning and time to arrange the path.  Absent the appropriate timing and action, unwanted turnover can be the result.

Exporting talent also creates space… “creating space”, a topic dealt with in a later post.

***** S&E *****

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