Strategic Talent Management
Developing and managing talent is a basic capability of any well-run business, let alone one with lofty growth targets. It’s an evergreen issue, and it’s enthusiastically discussed and debated in every single one of MAPI’s councils, whether the members are in charge of HR, running a business unit, or even running a tax department. It’s such an important topic that we’re holding a best practices roundtable on talent management as we speak in Chicago. And it was also one of the central themes for our recent Executive Summit, specifically building a rich (and global) talent pipeline for an uncertain world.
According to the Hackett Group, cracking the talent code can yield big dividends: companies with top-quartile talent management generate 15% better EBITDA and 22% better net profit margin. One such top-quartile company is Johnson Controls, and we were very fortunate to feature Kim Bors as a speaker at the Summit. Kim runs HR for Johnson Controls’ $15B Building Efficiency Group, and is also a long-time member of and frequent presenter to MAPI’s HR Council. Kim's comments (to a completely packed room) centered on a fundamental truth: effectively developing and managing talent is an imperative for sustaining growth.
Kim shared some of Johnson Controls' best practices for strategic talent management, including the effective stewardship of talent, measurement, increasing the diversity of your talent pool, and holding your managers accountable for people development. If you'd like a copy of Kim's slides, please contact us.