Linking strategy to talent in your organisation

In my first article for Network HR, I laid out the initial, broad themes of Strategic Talent Management. This time around, I want to sharpen our focus and look at some key areas in greater detail. Let's begin with two fundamental questions. First, what is business strategy? Second, how can we forge strong links between strategy and the people who execute it?

Clear the way for your perfect workforce

In the last issue of Network HR, Allan Nee of Baode Law in Tianjin wrote a detailed and insightful article about China's new Labor Laws. Allan offered a myriad of fantastic advice, from hiring strategies to termination procedures. However, there was one factor he mentioned that really captured my attention - transparency. Allan discussed transparency when implementing new policies and guidelines, but I want to focus on transparency and how it can relate to recruitment. More specifically, how Human Resources can create transparency by involving your existing staff in the recruitment process.

Spanning the void between ‘old HR' and ‘new HR'

The HR climate is changing, evolving, and growing increasingly competitive. For HR professionals, this means that responsibilities are changing, and changing fast. Suddenly, the domain of your department extends beyond administrative functions like tracking payroll and annual leave. Today, HR professionals need to align top talent with their organisation’s business objectives. This may sound relatively simple, but the problem that many of us typically face is that, unfortunately, people leave. All too often, the reason that people leave – whether they are poached by a rival organisation or simply decide to look elsewhere – is that they are not engaged in their work.

Taking lessons from some sporting examples