21 Mar How to Persuade Decision Makers to Invest in Talent Development

Every C-suite executive and manager — especially if they belong to the human resource sector — will always agree that talent development should be among the company’s top priority.

Upskilling is non-negotiable, particularly if the organization and its personnel want to survive, let alone beat the competition. But how much of all that swagger is sincere, and how much of it is mere lip service?

One alarming report says it’s more of the latter. According to a 2018 study cited by BCG, 2000 high-powered executives admitted that their leaders spent only nine days out of the year in activities related to talent development.

Think about that for a second. Now apply that habit or behavior to your favorite basketball or baseball team. Would nine days be enough for them to prepare and win over their rivals in the next competition?

Obviously, it’s not — and a competent coach and trainer would strongly recommend more preparation and training time. Next, mull over the fact that the 9-day-upskilling-trend is done only by the organization’s cream of the crop, its leaders and managers.

The rest of the workforce who they manage would probably be doing a lot less, if any at all.

Fortunately, there are solid steps that a global mobility manager can take to lay the ground for management to commit to, if not actually implement, programs in talent development.

Step 1.  Create the vision, involve the decision makers

This advice from HR Zone does suggest that the global mobility manager must take the lead in pushing for more active talent development, especially if no one else is doing it. Getting a simple “yes” is not enough. Action can happen only if the stakeholders themselves are involved.

This can mean coming up with actual fact-based reports on why talent development is vital to the organization. Show in percentages and numbers how it can increase productivity, profit, revenues, market share, and competitive edge.

Then, to show that you are serious about your campaign, input as well what it would cost the organization to execute these training programs. Motherhood statement and eloquent arguments will be swept under the rug, come the next board meeting — management must be made to see that talent development is an investment worth doing.

Step 2. Monitor progress and again get the leadership involved, says APCQ

Once the C-suite has greenlighted your campaign, the next step is to give them a detailed road map on how the talent development programs will proceed. Results and how they will be measured will have to be made clear. The time frames in which they will be fulfilled also have to be outlined. Outcomes of the road map’s various phases will have to be reported on specific months.

The leadership, in return, also has to make time to give their feedback. Aside from ensuring their involvement, a feedback system will also continually align business objectives with the talent development program.

#3:  Employee and assignee engagement must be continuous, says Business.

The talent development activities are not a one-shot road  map that will be discarded after the last coaching call has been done. The investment is ongoing because prized performances and rising revenues should be sustainable. Management, global mobility managers, and trainers alike must always communicate to connect the company’s mission, vision, values, and goals with the workforce.

Any sign of disconnection, such as low morale and deteriorating performance, must be addressed and remedied. Training must always be updated, with the latest relevant skills and competencies added to the program.

The company edge that has been sharpened by training cannot be blunted or allowed to rust. Competitiveness and always staying on top of the game are key to being winners in business.

Just ask the hard-driving gurus and brilliant minds in Silicon Valley, where time, technology, and innovation never seem to slow down.