According to PwC’s 2013 Global CEO Survey, the shortage of key skills ranks second (behind only higher taxes) as a threat to growth in 2013.
In the Conference Board’s CEO Challenge 2013, how best to develop, engage, manage, and retain talent—leads the list of the top ten global challenges in the coming year. Moreover, CEOs’ top strategy for addressing human capital is growing talent internally.
Execs also report that only 5 percent of their employees have the mix of skills and capabilities required to deliver on the results their organizations expect in 2013, (recent study by global corporate research firm CEB.)
Yet a solution eludes most . . .
Senior leaders and HR execs are not happy with the outcome of current talent development—a roughly $300 billion market globally—that seems on life support.
Talent Savvy Manager, LLC offers a better way . . .
We cut through, to the heart of the matter: manager-driven, performance centered people development. It’s a fresh, unexpected and practical approach that works.
How do we know? Because we did the research with managers we call Exceptional Development Managers to discover what they do. These managers get development and performance results at the same time. They do it as part of their day-to-day management, using the work experience as the major driver of learning.
The 5 practices of Exceptional Development Managers are captured in our book, Make Talent Your Business: How Exceptional Managers Develop People While Getting Results.