New Report Provides Cost-Effective Blueprint for Creating a High-Performance Organisation

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Following five diligent years of research, University
of Greenwich Professor Colin Coulson-Thomas announces the release of a
compelling new business and human resources report.

Titled ‘Talent Management 2’ the report proves that any organisation can
work with existing people and cultures to achieve their desired growth,
as opposed to entering talent wars and hiring expensive ‘stars’. The 184
page report demonstrates how working with existing key and front-line
workers can provide a quicker, cheaper and more sustainable route to
high performance organisations.

“Talent management need not be a costly fad. My report sets out a better
approach for both people and organisations that is affordable and can
deliver multiple objectives,” says Coulson-Thomas, who has also worked
extensively as a Change Agent and Transformation Expert.

He continues, “In effect one can ‘have it all’, improving today’s
results and increasing people’s ability to handle future challenges and
opportunities as they arise.”

According to Coulson-Thomas, many traditional talent management programs
are costly and destined to fail.

“By the time many initiatives are implemented, requirements and
priorities may have changed, while opportunities are often missed during
transformation journeys,” he adds.

The industry-at-large appears to agree with the Professor. In fact, over
three quarters of practitioners participating in a poll during the
investigation thought talent management is not delivering. About a half
thought opportunities are being missed.

Therefore/, Talent Management 2 /focuses on key roles and tasks, while
ensuring that people doing these jobs are enabled to excel by putting
relevant critical success factors in place and providing the workgroups
concerned with appropriate performance support. Mini case studies
support the report’s model, while providing solid real-world examples of
its early adopters.

“Paying for talented people may make little sense for organisations that
cannot harness, or capture and share, what they do differently. We need
to move on from single-issue initiatives such as preparing a few ‘high
fliers’ for an unknown future to boosting the performance of today’s key
workgroups and quickly delivering multiple benefits for both people and
organisations,” Coulson-Thomas adds.

In short, the illuminating report provides an easy-to-read suggested
route to building, maintaining and growing an effective and
high-performance organization.

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