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BECOME AN INVINCIBLE MANAGER

A manager’s guide for thePeople Power Ranger

2www.managers.org.uk

Welcome to your CMI Power Pack

A manager’s guide for the People Power Ranger

As a People Power Ranger your management superpower is being nurturing and supportive, providing an unbeatable role model for others.

‘Stop controlling, start coaching’ is your motto and your ability to help your staff find their own superpowers so they can flourish, is second to none. As a result you have happy, healthy, engaged teams that perform highly.

Wouldn’t it be great if you could add even more to your management utility belt by developing some of the skills of our other hidden heroes.

We’ve taken some of our most popular and practical resources and bundled them together into a Power Pack for you to download and keep.

Read, practice and perfect and soon bad management will be banished from your workplace.

In this Power Pack you’ll find:

• A guide on how you can network your way to success

• ‘Bring them with you’ – how to become a successful leader

• ‘Sacred Cow or Trojan Horse’ – how to challenge the norms in your workplace

• A simple checklist on how to implement a diversity management programme

• A ‘How to guide’ to develop the talent within your team in your team


NETWORKING Checklist

IntroductionTaking an organised and proactive approach to networking has many recognised benefits. It can help to improve and extend relationships, bring you into contact with potential customers and suppliers, and build links that will help you in your business and your career. Networking may give you access to important sources of information or be a source of development opportunities, support and influence.

These benefits depend on your investment of time and energy in attending events, keeping in touch with others, and contributing to their interests where possible. Many are happy to do this as a natural part of their personal and working lives, but others find it challenging and will need to put more conscious effort into developing their personal networking skills and extending their personal range of contacts. Networks are not static – they can evolve, expand or shrink depending on the perceived needs and actions of the networker.

For some, the term ‘networking’ implies an element of manipulation. This need not be the case – networking is a long-established means of building and maintaining business relationships.

There are three types of networks: personal, professional and organisational – however, you may find it difficult to separate them out, particularly online. This checklist focuses on personal and professional networking.

DefinitionNetworking involves establishing, developing and maintaining informal and formal business relationships with existing and potential colleagues, customers, clients, suppliers and other contacts. Networking requires an awareness of the value of relationships both to oneself and to others. Personal networks overlap – A and B may be in the same network but each will have contacts in other networks.

Action checklist1. Choose a personal approach to networking

How will you go about networking? What style or approach suits you best? Consider these three styles:

Conscious networkers have clear-cut goals. They recognise what is missing in their networks and set out to identify those who will meet their needs and to make contact and develop relationships with them. The approach of conscious networkers is considered and systematic.

Open networkers also take a considered approach, but tend to take a longer-term view, building networks with the future in mind. Their objectives may be less clear-cut than those of intuitive networkers but they recognise those who may be useful in the future and cultivate relationships with them.

Intuitive networkers are neither systematic nor considered in their approach. They enjoy mixing with people and do so as a matter of course. They may even be unaware of the extent of their range of contacts or of their potential value in a business context.

2. Prepare a brief summary of your business

Prepare a clean, short, introductory statement which describes you and your business. If it is longer than a few sentences, you may lose the listener’s attention. Adapt the statement to the person you are talking to – this will prevent it sounding too slick. Use humour if you feel people will be comfortable with it. This can create a more relaxed atmosphere and encourage others to join in the conversation. Keep it brief – no one wants to listen to a long diatribe about how wonderful your business is. Let the facts speak for themselves. In some contexts, it can also be helpful to have a one or two minute presentation of your business prepared.

3. Design your publicity material

Design your business card, and any additional literature you produce, to project a professional and businesslike image of yourself and your business. Take into consideration the factors – colour, logo, layout, key messages – that will attract attention and make it easier for people to remember you. A business card has two sides: consider listing your services on the reverse. If you are in the import/export business, carry bilingual or multilingual cards – this will make it easier for your foreign customers and suppliers to network with you.

If you produce a brochure to give out, make sure that it is written in plain English, free from jargon. Clear statements, with plenty of white space, are more effective than a cluttered brochure with excessive use of colour. Communicate in a simple and straightforward manner that you care about your customers and wish to meet their needs, rather than making a high pressure sales pitch.


4. Attend meetings and events

Exhibitions, trade fairs, seminars and workshops and events organised by Chambers of Commerce, local enterprise networks, business organisations or professional associations all offer opportunities for networking. Don’t overload your diary by accepting every invitation, but think about the kind of people you want to meet and which events will give you the best chance of doing so.

5. Make the most of meetings and events

• Arrive in good time: this will give you the best chances of managing the event to your advantage.

• If there is an opportunity to display your brochures, set out a few for people to pick up.

• If name badges are available, wear one. Having your own can be useful, as event badges often use small print. Place your badge high on the right shoulder, so that people will see it easily when shaking hands with you.

• If there is a list of attendees, take a quick look through to identify people you are interested in meeting and keep an eye out for them during the event.

• Don’t be afraid to walk up to a small group of people and introduce yourself, but don’t monopolise the conversation – let others do the talking to begin with. This will enable you to learn about them, what interests and what concerns them.

• This is also important when you are introduced to people. Encourage them to talk about their business and their future plans. This information will help you to decide how to develop the relationship.

• Think about how long you want to stay with each person. Offer your business card, and suggest you might talk again later. Keep the business cards you receive in a different place from your own, or you may find yourself handing out someone else’s card.

6. Consider joining a networking group

Professional associations, business clubs and local groups set up specifically for the purpose of networking offer many opportunities to meet new people and expand your network of contacts. Think about whether you wish to meet with others in your own profession or area of expertise or to broaden your range of contacts. Consider also, whether a national, regional or local group will be most beneficial. Take membership requirements and costs into account, when deciding which group to join. It is normally possible to attend group meetings to assess their suitability before making a final decision. It is also worth bearing in mind that business clubs often offer training in networking skills.

7. Investigate online networking activities

Networking websites fall into two broad categories, business and personal networking, but the boundaries are becoming blurred because personal sites are often used for commercial advertising and brand-based networking, while you can find a range of discussions on business sites ranging from the

trivial to detailed professional issues. LinkedIn is emerging as the main business networking site and offers opportunities to link to colleagues, colleagues of colleagues, and a third layer of their colleagues – giving potential access to thousands of people. The site also hosts interest groups and discussion boards where you can not only network but raise or answer questions about business issues.

The key point is that sites such as LinkedIn and Facebook have large numbers of users, so offer better networking opportunities than smaller sites. Some formerly successful sites such as MySpace have fallen from their pre-eminent positions while other networking facilities such as the virtual world of Second Life have never really fulfilled their potential. Twitter’s popularity makes it a good site to offer real-time commentary on business events, to identify opinion-formers, and to make connections by following (and being followed by) others with similar interests or knowledge.

Whilst the Internet and specifically Web 2.0 technologies offer a plethora of opportunities for networking, be sure to pay careful attention to security and privacy issues when networking online. Much information is publicly displayed unless you change default settings, and some sites regularly change those defaults in an attempt to make their user base more attractive to potential advertisers.

Try to:

• search for your real-life contacts on networks, and connect to them so you can find other contacts you have in common

• project a business-like image (though don’t be afraid to comment on the lighter side of events) – you can use multiple profiles on some sites to separate business and personal networks

• use discussion board facilities to raise and comment on topical business issues, and to make others aware of your detailed knowledge and experience

• keep abreast of new networking sites, because the strong competition to be top site can produce useful new website facilities – but remember that even when they are backed by the major IT and web providers, new services have relatively few members, so it will take some time for them to build a critical mass of potentially useful contacts

8. Offer help

For many, the most effective form of networking is to give and be useful to others by offering advice, leads, suggestions and ideas. Offer to help if you wish to meet someone again to discuss business. It signals that you are interested in people for themselves and are there to help, rather than just to promote yourself or your products and services.

9. Listen to the contributions of others

Business presentations at meetings can be ideal for picking up a possible lead – people often express their problems to


a group, rather than confide only in their business partners. You may also identify competitors who could benefit from a partnership arrangement.

10. Keep records

Set up a database of contacts and take the time to update it regularly. Although you can’t take notes while talking to people, it may be possible to jot down a few key words which you can expand on later – after the event, but while your memory is still fresh.

Follow up on contacts as appropriate – regular contact with people will increase the chances that they will remember you and steer business in your direction.

Managers should avoid:

• making promises you can’t keep – or breaking those you do make

• missing opportunities to be useful to others

• forgetting the names of contacts or failing to consider their needs

• retreating into a corner at business meetings

• only contacting people when you want something from them

• overloading your diary with networking events, without considering which will be most useful to you

• mistaking virtual networking for real life networking – especially if the site allows you to “cold-call” strangers to make a connection.

National Occupational Standards for Management and Leadership

This checklist has relevance for the following standards:A: Managing self and personal skills, unit 3

Additional resources

Books

The network effect, Tony Newton and Judith Perle London: Management Advantage, 2011

The reluctant networker, Neil Munz-JonesBlackminster: Hot Hive Books, 2010

Networking your way to success, John Timperley London: Pietkus, 2010

Brilliant networking: what the best networkers know, do and say, Stephen D’Souza, Harlow: Pearson Prentice Hall, 2008

This is a selection of books available for loan to members from CMI’s library More information at: www.managers.org.uk/library

Organisations

Chartered Management InstituteCottingham Road, Corby, Northamptonshire, NN17 1TTTel: 01536 204222 Web: www.managers.org.ukNational, regional and local events are organised by the Institute and its network of local branches and special interest groups.

Women in Management Network (WiM), Chartered Management Institute, Cottingham Road, Corby, Northamptonshire, NN17 1TTTel: 01536 207411 Web: www.managers.org.uk/wim Networking events organised by local groups.

Federation of Small Business Sir Frank Whittle Way, Blackpool, Blackpool FY4 2FETel: 01253 336000 Web: www.fsb.org.uk Business association promoting the interests of small business owners.

British Chambers of Commerce65 Petty France, London, SW1H 9EUTel: 020 7654 5800 Web: www.britishchambers.org.uk The national body for Chambers of Commerce from across the UK.

Business Network International UK, BNI House, Church Street, Rickmansworth WD3 1BSTel: 01923 891999 Web: www.bni.eu/uk Membership organisation. Regular business breakfasts are organised by local chapters.

Internet Resources

LinkedIn www.linkedin.comProbably the largest online business networking site.

Xing www.xing.com Online business networking site.

Twitter www.twitter.com Micro-blogging social and business networking site

Facebook www.facebook.com Social networking site.

This is one of many checklists available to all CMI members. For more information please contact:

t: 01536 204222e: [email protected]

Chartered Management InstituteManagement House, Cottingham Road, Corby NN17 1TT.

This publication is for general guidance only. The publisher and expert contributors disclaim all liability for any errors or omissions. You should make appropriate inquiries and seek appropriate advice before making any business, legal or other decisions. Where legal or regulatory frameworks or references are mentioned these relate to the UK only.








IMPLEMENTING A DIVERSITY MANAGEMENT PROGRAMME Checklist

IntroductionThe increasing globalisation and competitiveness of business together with a growing body of equal opportunities legislation, culminating in the Equality Act 2010, have led to a heightened awareness of and interest in diversity issues. Although all employers have to comply with anti-discrimination legislation, some organisations will be further along their diversity journey than others.

The management of diversity aims to promote an inclusive culture and a positive working environment in which individuals are valued and respected. Managing diversity can contribute to:

• the realisation and development of potential within employees

• improved employee engagement, motivation and empowerment

• better morale and job satisfaction, leading to greater productivity

• improved employee retention leading to reduced recruitment and training costs

• an increase in the flow of ideas, leading to greater creativity and innovation

• greater flexibility within the workforce

• the recruitment and promotion of those with the best skills and abilities, leading to competitive advantage

• compliance with the requirements of the Equality Act and the elimination of discriminatory behaviour

• a workforce that is better equipped to serve a diverse customer base and diverse markets, leading to high levels of customer satisfaction

• improved ability to compete in global markets

• enhanced corporate image as the organisation is seen as a socially responsible employer.

This checklist outlines the key action points for implementing a diversity management programme.

DefinitionThe concept of diversity encompasses any sort of difference between individuals. These could be differences in ethnic

origin, age, disability, gender, sex and sexual orientation, family status, education, social or cultural background, personality or attitudes – in fact anything which may affect workplace relationships and achievements. The management of diversity involves developing and implementing strategies through which a network of varied individuals are integrated into a dynamic workforce.

Diversity management goes beyond what is required by legislation designed to promote equal opportunities and prevent discrimination. It comprises an approach which recognises and values differences and aims to make positive use of the unique talents and perspectives within the workforce. The focus is on individuals, rather than minority groups.

Action checklist1. Gain top level support

Approach directors and managers in your organisation and convince them of the advantages of active diversity management. Present both the business and social cases for a diversity initiative, for instance, the costs of harassment, retention rates, complaints, grievances and court cases. If necessary, conduct high level diversity awareness training to develop the commitment of key decision makers.

2. Assign financial and human resources to the programme

Don’t underestimate the time and money that will be needed, and look to the long term - the programme will spread over years rather than months. At this stage, identify as many facilitators as possible who can act as change agents to lead the initiative and cascade it throughout the organisation.

3. Decide what you want the programme to achieve and set goals accordingly

Methods for identifying diversity management objectives include consultation, brainstorming, benchmarking, and literature reviews. Ensure that goals are specific and achievable. Possible objectives might be:


• increase the proportion of women in our workforce to 50 per cent

• enable more flexible working practices, such as more homeworking

• facilitate recruitment from a wider geographical or cultural area.

Gain the support of employees for these goals, and relate them to the organisation’s overall vision and mission statement, and to any other current organisational initiatives.

4. Establish current levels of diversity management in your organisation

Plan and conduct a diversity audit to gauge existing levels of diversity. You will need to assess both qualitative and quantitative evidence, focusing on people, processes and strategies.

Find out:

• which kinds of difference affect the ability of individuals to achieve their potential in your organisation

• the extent to which these differences create disadvantages or advantages for employees

• how organisational procedures and strategies affect different groups of employees.

Some data gathering methods include:

• questionnaires – design these with your target audience in mind, and ensure anonymity and privacy for respondents

• individual and group interviews – consider who should conduct these and how to create an informal and frank atmosphere

• focus group discussions – you could, for example, talk to groups of female, disabled, ethnic minority or older employees

• unobtrusive observation – a discreet walkabout can be very revealing

• document surveys – examine written procedures, personnel records, customer complaints, publicity material and any other documentary evidence within the organisation

• benchmarking – look at organisations similar to your own for examples of good practice to follow and of bad practice to avoid.

5. Conduct a gap analysis

Review the audit results and establish how great a difference there is between your current position and your goals.

6. Identify areas where change is needed

Work out what steps will be needed to achieve your goals. You may need to make changes to:

• processes – for example, revising the recruitment procedure

• working arrangements – for example, introducing flexi-time, childcare facilities, time off for family responsibilities, more homeworking

• attitudes – for example, combating inter-cultural prejudice and improving inter-cultural communication

• physical environment – for example, creating better access for disabled workers and customers, revising office layout and providing more communal areas.

7. Write a diversity policy

Use these broad ideas for change, together with your diversity goals, to compile a concise written diversity policy. All documentation should reflect new terminology set out in the Equality Act 2010.

The policy could cover:

• a definition of diversity

• reasons why it is important

• the goals of the diversity management programme

• ways in which the goals will be achieved.

Communicate the policy to employees and stakeholders. Post a copy on the staff noticeboard and on the company intranet or in the staff handbook.

It is only when the stated values and policies are embedded in the day-to-day activities of the organisation that any measure of success can be claimed.

8. Compile a detailed diversity action plan

Define the finer details of the programme, specifying exactly how the planned changes will be brought about. Hold brainstorming sessions to produce ideas for action, then compose an implementation plan which coordinates and sets a timetable for actions to be taken. Make sure the plan includes regular reviews - decide what should be measured and monitored before the programme starts and make data gathering an ongoing part of the plan.

9. Set the programme in motion

Communicate the plan to employees and put it into action. Appoint programme coordinators and publicise their role, providing employees with a point for information and feedback.

10. Monitor and review

Monitor the programme over twelve months, and adjust the plan as necessary. Where problems occur, review the diversity policy and decide whether it should be amended.


11. Establish an ongoing programme

Schedule an ongoing diversity programme for the long term. Allow for the programme to change as the organisation’s internal and external contexts change. Ensure that diversity retains a high profile and work towards its internalisation within the organisation. Diversity management should become a natural part of everyday life.

Managers should avoid:

• handling diversity issues insensitively, or in a way that could stir up ill-feeling

• invading employees’ privacy

• failing to consult and gain commitment throughout the organisation

• implementing policies and programmes without first communicating them to those involved

• mistaking equal opportunities for diversity management

• seeing diversity as merely a question of legal compliance

• falling into an “us” and “them” mentality. Diversity is about inclusiveness.

National Occupational Standards for Management and LeadershipThis checklist has relevance for the following standards:B: Providing direction, units 11, 12

Additional resourcesBooks

The dynamics of managing diversity: a critical approach, 3rd ed. Kirton, Gill ; Greene, Anne-MarieOxford: Butterworth Heinemann, 2010

Managing diversity, IDS HR Studies no 921, July 2010 London: Incomes Data Services

Delivering equality and diversity, London: Advisory Conciliation and Arbitration Service, 2009

Managing diversity and the business case: research into practice, Mustafa F Ozbilgin and others, London: Chartered Institute of Personnel Development, 2008

Managing diversity: words into actions, Gary Mulholland, Mustafa Ozbilgin and Dianah Worman, London: Chartered Institute of Personnel Development, 2006

Valuing diversity, Peter Honey, Maidenhead: Peter Honey Publications, 2005

Equality diversity and discrimination: a student text, Kathy Daniels and Linda MacDonald, London: Chartered Institute of Personnel and Development, 2005This is a selection of books available for loan to members from CMI’s library. More information at: www.managers.org.uk/library

Internet resourcesACAS www.acas.org.uk Section on Equality and Diversity includes an online advisory booklet.

Diversity Excellence Model http://www.nationalschool.gov.uk/downloads/diversity_excellence_model.pdfDeveloped from the EFQM Excellence Model by the National School of Government, this model provides a framework for diversity management in public sector organisations.

OrganisationsEquality and Human Rights Commission (EHRC)3 More London, Riverside Tooley Street, London SE1 2RG Tel: 020 3117 0235 Web: www.equalityhumanrights.com

Employers’ Forum on Age, Floor 3, Downstream,1 London Bridge, London SE1 9BGTel: 0845 456 2495 Web: www.efa.org.uk

Employers’ Forum on Disability, Nutmeg House,60 Gainsford Street, London, SE1 2NYTel: 020 7403 3020 Web: www.efd.org.uk






MANAGING THE TALENT WITHIN YOUR TEAM Checklist

IntroductionThe development of talented employees can be one of the most profitable investments an organisation makes. As long-term organisational performance is achieved primarily through a focus on people, it is fundamental that talented personnel are identified, nurtured and, most importantly, retained within an organisation. Investment in ‘human capital’ develops the skills, knowledge and vision needed to take an organisation forward and can help to meet strategic objectives, maintain competitive advantage within the marketplace and ensure the long-term success and viability of the organisation. The development of a pool of talent offers an organisation the flexibility to select the best managers for current market conditions and for the future, allowing for fluctuations in business growth and changes in market conditions.

Talent management is primarily geared to creating a people and organisational management capability within middle and senior management. It is considered to be a key priority for senior management. Talent management is concerned not just with the recruitment process but encompasses the areas of performance management, management development, succession planning and organisation capability.

A tailored talent management system benefits the whole organisation in engaging employees, supporting high-performance, enhancing corporate image and helping the organisation to become an employer of choice as well as contributing to diversity management and reducing recruitment costs.

There is no one way to approach talent management. Organisations of different sizes and types in different sectors and with differing aims and objectives will have different needs and aspirations which their talent management systems should address. Each organisation needs to adopt a strategic approach which suits their particular requirements. In some organisations talent management processes cover the whole workforce; in others a more segmented and exclusive approach is taken; and in yet others, a combination of the two approaches is used. This checklist outlines common principles which should be followed in any talent management system.

DefinitionIn its broadest terms talent management is defined as the selection, development, engagement and retention of individuals, who are seen to be of particular value to an organisation.

There are differing perspectives on what constitutes talent, some focusing on gifted high-fliers and others on the collective capacity of employees within an organisation. In both cases the term refers to people who have the potential to make a significant impact.

A talent management system is an official policy clearly defining the criteria and processes for identifying, developing and retaining talented employees.

Action checklist1. Develop a talent management system

A talent management system needs to be put in place and embedded into a long-term business plan in order for the organisation to successfully select, develop and retain talented employees. As well as ensuring the identification of potential candidates for development, a well planned system demonstrates an organisation’s commitment to talent management and keeps ‘talent’ high on the corporate agenda. Identify relevant strategic perspectives to suit organisation requirements, for example, process, cultural, competitive, developmental, HR planning or change management perspectives. In order to identify leaders who will lead the business into its next phase of development, a consideration of the immediate, as well as the long-term needs of the organisation is essential. Don’t forget that individuals develop at differing rates and at different stages and keep late developers in mind.

A holistic approach to talent management should be taken by seeking individuals who will benefit the whole organisation. Make sure that expectations are clearly communicated to employees and that the policy is seen to be fair and reasonable. Don’t raise any expectations you will be unable to meet.

2. Work collaboratively

When formulating a cohesive talent management system, collaborate with all the parties whose involvement is crucial:

• talent management needs to be supported from the top; the involvement of senior management and the Chief Executive Officer (CEO) demonstrates the organisation’s commitment to managing talent

• Human Resource Managers are at the forefront of attracting and recruiting talented employees

• Line Managers are responsible for the development and retention of talented personnel


Working in conjunction with others ensures that the talent management system will be implemented effectively to facilitate the internal growth of the organisation.

3. Recruit and select the right candidates for the right jobs

Identify talent for today and for the future, and select individuals who show the potential to grow. Select individuals who have a people focus, who will listen, are open minded, can nurture, can be decisive and are able to communicate an organisation’s vision. Select people who will learn quickly and grow as leaders. Candidates should respect and adhere to the organisation’s values. Monitor the performance of possible candidates in their current role to provide an indication as to how they will perform in the future. Be aware of whether individuals are willing to be mobile, moving either within the organisation or to another geographical location?

4. Become an attractive employer

Becoming a desirable employer will help to attract good personnel. This is not just a matter of offering higher salaries and more extensive benefit packages than other employers, although it is important to be seen to be paying a fair rate for the job. Factors such as an attractive working environment, regard for work-life balance, a culture of cooperation and respect, and opportunities for development and promotion are also crucial. This will assist not only in attracting talent, but retaining it as well.

5. Develop talented personnel

The development of star performers should be fostered and nurtured. Engage with personnel by keeping them stimulated, challenged and motivated. There are various mechanisms organisations can employ in order to ensure that talented staff are successfully developed and stimulated:

• support development by providing coaching and/or mentoring – consider the selection and use of an effective mentor for every talented performer – ideally someone from outside their line-management structure and with the skills, experience and reputation that would make them a credible source of guidance, support and challenge

• identify training needs that will provide the necessary criteria for continuing professional development

• offer professional qualifications which provide formal accreditation for an employee’s progress and achievements

• consider fast-track programmes by instigating accelerated routes to promotion as a method of recognition and stimulation

• management training schemes, project work, secondments, shadowing and transfers are a means of developing and broadening knowledge and enhancing variety and stimulation

• create attractive goals to aim for, such as admittance into an organisation’s talent pool.

• Facilitate networking opportunities

6. Retain talented personnel

If a talented employee is an asset to your company then they will be valuable to competitors too. Therefore, once recruitment has been successfully achieved it is fundamental that the talent remains in your organisation. So how do you dissuade them from seeking new challenges with a competitor? All employees want to feel that their contribution is recognised and valued by the organisation. Making them feel appreciated enhances their motivation and commitment. The attitudes and behaviour of direct line managers play a fundamental role here and can provide a key to retaining and developing star performers:

• develop talent by providing the appropriate support and guidance each individual needs in order to reach their full potential

• provide frequent, constructive and honest feedback on performance to accelerate development

• line managers should establish an employee’s career drivers which will provide a developmental framework by which to work

• individuals should play a part in negotiating their own development needs and career paths

• set targets, both in the short and long-term so that a clear development route is evident for both the employer and the employee

• identify areas for development and/or improvement to foster talent, ensuring that any ‘gaps’ are adequately addressed.

Ensuring equality of opportunity and transparency over criteria for entry into talent and development programmes will complement diversity initiatives as well as supporting retention.

7. Devise measurement strategies

Considerable effort, time and money have been invested in the selection, development and retention of talented staff. So as with any company outlay, it is important that the investment is appropriately monitored and recorded. In order to assess the Return on Investment (ROI), measurement strategies need to be put in place. The evaluation methods should form part of the wider talent management system. Design suitable and economical metrical systems to effectively calculate your investment. Monitoring and measuring the performance of personnel through professional development reviews and associated appraisal schemes can assist with identifying gaps and recognising the additional training and support required.

8. Utilise the talent management system

A successful talent management system can be an effective driver for change within an organisation. Acquiring individuals who have the skills and vision to take an organisation forward can act as change agents by making a difference with unique skills and knowledge. Over time, such individuals can garner change by sharing their ideas amongst the existing workforce.


Managers should avoid:• devising talent management systems without the

involvement of crucial players within the organisation

• alienating the rest of the workforce if it is perceived that certain members are being given preferential treatment

• selecting personnel who are outstanding in their own role but who cannot work as part of a team

• overlooking personality traits of promising individuals which may cause problems at a later date

• waiting until an employee ‘shines’ rather than identifying their early potential

• promoting a promising individual too soon just because a senior vacancy may have arisen

• formulating a development and training plan without first consulting the employee

• focusing purely on the organisation’s current status; consider its future objectives as well when identifying potential candidates for promotion.

National Occupational Standards for Management and LeadershipThis checklist has relevance to the following standards:D: Working with People, units 3 and 4

Additional resourcesBooks

Learning and talent development, Jim Stewart and Clare Rigg, London: Chartered Institute of Personnel and Development, 2011

One page talent: management eliminating complexity adding value, 3rd ed., Marc Effron and Miria Ort,Boston Mass: Harvard Business Press, 2010

The talent masters: why smart people put leaders before numbers, Bill Conaty and Ram Charan, London: Random House Business Books, 2010

The truth about talent: a guide to building a dynamic workforce, realizing potential and helping leaders succeed, Jacqueline Davies and Jeremy Kourdi,Chichester: John Wiley, 2010

The workforce of one: revolutionizing talent management through customization, Susan Cantrell and David Smith, Boston Mass: Harvard Business Press, 2010

Top talent: keeping performance up when business is down, Sylvia Ann Hewlett, Boston Mass: Harvard Business Press, 2009

Reinventing talent management, William A Schiemann,Hoboken NJ: John Wiley, 2009This title is also available as an e-book

The talent powered organization: strategies for globalisation talent management and high performance, Peter Cheese, Robert J Thomas and Elizabeth Craig, London: Kogan Page, 2008This title is also available as an e-book

Who are your best people? Robin Stuart-Kotze and Chris Dunn, Harlow: Financial Times Prentice Hall, 2008This title is also available as an e-book

Talent management: maximising talent for business performance, Eddie Blass, London: Chartered Management Institute & Ashridge Consulting, 2007

This is a selection of books available for loan to members from CMI’s library. More information at: www.managers.org.uk/library





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For more information visit www.managers.org.ukor call us on 01536 207307

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BECOME AN INVINCIBLE MANAGER/media/Images... · become a successful leader • ‘Sacred Cow or Trojan Horse’ – how to challenge the norms in ... developing and maintaining informal