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The Talent Ecosystem Dr Steve McKenna
Associate Professor of Management Director of MBA Programs
Curtin Business School Perth
Australia A global university Western Australia | Dubai | Malaysia | Mauritius | Singapore
A community of interacting organisms and their physical
environment.
Ecosystem
Problems with and Myths about Talent and Talent Management
• Talent is scarce. • Talent management and retention are about systems, procedures,
policies. • Talent needs to be managed. • Talented people perform better than the ‘less’ talented. • Talent is leveraged individually for organizational benefit by HR. • Organizations need a talent recognition process, procedure, system.
• Everyone • Managers • Relationships and trust • Interfaces, collaborations, boundarylessness,
interconnectedness, energy • Projects, positions and resources (work design) • Organizational Context and business model(s) NOT
structure • Needs, wants, experiences
The Talent Ecosystem: Some (but not all) Key Features
The Talent Ecosystem
Everyone Managers
Relationships and trust
Purpose, projects, positions
(work design)
Organizational context and business
model(s)
Experiences
Visibility Challenge Rewards Involvement Autonomy Support Team Spirit
Interfaces, collaborations, boundarylessness,
interconnectedness, energy
Stimulating Mastery Agency Relational Tolerable (demands)
Strengths
Exclusive or
Inclusive?
Everyone has ‘talent’
‘Being’ talented or
‘Feeling’ talented
Nobody acts or
performs alone
The network of
value creation
Talent is a
social construction
NOT an innate characteristic
• Identify strengths of everyone
• Engage people constantly
•Liberate collective and individual talent
•Create value through talent networks
•Design work and experiences to enhance strengths
Managers are Critical
School of Education
FACULTY OF HUMANITIES FACULTY OF HUMANITIES School of Education
Relationships and trust
Peers
Networks and connections
The significance of the ‘talented’ team
Managers More important than
processes, systems and policies
•What is the purpose of the team?
•What emergent purposes can be identified?
•How can we leverage and liberate the collective talent of our people to achieve the purpose and create value?
Purpose and Emerging Purposes
Purpose, Projects, Positions:
• Identification of mission critical projects • Identification of mission critical teams, strengths
and roles • Resourcing mission critical teams, roles and
projects
Organisational ‘Culture’ and values are less important than the ongoing purposeful
activities of the TEAM.
Teams get things done, culture doesn’t. Talent is
a team phenomenon.
TAKEAWAYS, THINGS TO DO, QUESTIONS TO ASK • Talent is not scarce it is everywhere. Recognize it. • Managers and leaders are the critical orchestrators of a
talent ecosystem NOT HR departments. • Do a strengths audit of your team, identify mission critical
projects, create networks, connections, interfaces and boundarylessness and constantly engage team members. This builds relationships and trust.
• Teams and networks are the foundation for value creation.
TAKEAWAYS, THINGS TO DO, QUESTIONS TO ASK
• Talent is not a ‘fixed attribute’ but a collective pursuit. Nobody acts alone.
• Trust and relationships are more important than systems, procedures and processes.
• Work and experiences at work need to be designed. • Clearly identify the value your team are creating and why.