Dear All,
Currently in Jakarta, Indonesia, Talent-Based Human Resources Management (TBHRM) is one of the most "hot topics" in HR. Since no organization has claimed to have implemented this system for a significant period to measure its effectiveness (as far as I know), I wonder if any of you have already heard about it and have some in-depth information regarding its effectiveness.
From Indonesia, Bogor
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Currently in Jakarta, Indonesia, Talent-Based Human Resources Management (TBHRM) is one of the most "hot topics" in HR. Since no organization has claimed to have implemented this system for a significant period to measure its effectiveness (as far as I know), I wonder if any of you have already heard about it and have some in-depth information regarding its effectiveness.
From Indonesia, Bogor
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Hello Vhian,
Currently in Jakarta, Indonesia, Talent-Based Human Resources Management (TBHRM) is one of the most "hot topics" regarding HR. Since there's no organization that claimed to implement this system for quite a long time to measure its effectiveness (as far as I know), I wonder if any of you have already heard about it and have some deep information regarding its effectiveness.
We have been showing employers how to hire for talent since 1991, and the method dates back to the 1960s. Our 50,000+ clients report their ROI for hiring for talent at 300% or above and quite often well above 1,000%. Hiring for talent is not hard to do, but hiring managers are often convinced that it cannot be done.
Bob Gately
gately@csi.com
From United States, Chelsea
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45Currently in Jakarta, Indonesia, Talent-Based Human Resources Management (TBHRM) is one of the most "hot topics" regarding HR. Since there's no organization that claimed to implement this system for quite a long time to measure its effectiveness (as far as I know), I wonder if any of you have already heard about it and have some deep information regarding its effectiveness.
We have been showing employers how to hire for talent since 1991, and the method dates back to the 1960s. Our 50,000+ clients report their ROI for hiring for talent at 300% or above and quite often well above 1,000%. Hiring for talent is not hard to do, but hiring managers are often convinced that it cannot be done.
Bob Gately
gately@csi.com
From United States, Chelsea
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Hi Bob,
Can you tell me what are the prospects to get a good job in HR in the US after completing an MBA in HR from India? Could you please help me out in this regard?
Please email me at amanpreet_bedi@yahoo.com.
Regards,
Amanpreet Bedi
From India, Mumbai
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Can you tell me what are the prospects to get a good job in HR in the US after completing an MBA in HR from India? Could you please help me out in this regard?
Please email me at amanpreet_bedi@yahoo.com.
Regards,
Amanpreet Bedi
From India, Mumbai
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G'day Mr. Gately,
Thank you for your response. I agree with your opinion about "hiring." But when it comes to the issue of People Development, TBHRM emphasizes the "personal need," which is the other way around compared to CBHRM, which emphasizes "organizational need." I found it quite difficult for an organization that already implements CBHRM to change to TBHRM, especially for large-scale industries such as Manufacturing. Don't you think so?
Regards,
Vhian
From Indonesia, Bogor
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Thank you for your response. I agree with your opinion about "hiring." But when it comes to the issue of People Development, TBHRM emphasizes the "personal need," which is the other way around compared to CBHRM, which emphasizes "organizational need." I found it quite difficult for an organization that already implements CBHRM to change to TBHRM, especially for large-scale industries such as Manufacturing. Don't you think so?
Regards,
Vhian
From Indonesia, Bogor
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Hello Vhian,
Thx for your response.
You're welcome and it is my pleasure.
Thanks for sharing that.
But when it comes to the issue of People Development, TBHRM emphasis on the "personal need" which is the other way around comparing to CBHRM which emphasis on "organizational need".
So true and when employers use both approaches great things happen.
I found it's quite difficult for organization which already implements CBHRM to change to TBHRM, especially for a large-scale industries such as Mfg. don't you think so?
I agree, but it isn't a change to TBHRM but rather TBHRM is added to CBHRM. Employers don't need to change what they do they just need to add another step, i.e., talent identification.
Executives and managers who had bought into the competence approach were convinced that competence leads to job success.
For employees to find job success...
- talent is necessary, but not sufficient.
- skills are necessary, but not sufficient.
- training is necessary, but not sufficient.
- orientation is necessary, but not sufficient.
- knowledge is necessary, but not sufficient.
- competency is necessary, but not sufficient.
- qualifications are necessary, but not sufficient.
- effective management is necessary, but not sufficient.
- successful interviews are necessary, but not sufficient.
Talent is the only necessary condition for job success that employers cannot provide their employees and schools cannot provide their students. Employers must hire talent, see the book "First, Break All the Rules, What the world's greatest managers do differently" by Bob Gately.
gately@csi.com
From United States, Chelsea
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Thx for your response.
You're welcome and it is my pleasure.
Thanks for sharing that.
But when it comes to the issue of People Development, TBHRM emphasis on the "personal need" which is the other way around comparing to CBHRM which emphasis on "organizational need".
So true and when employers use both approaches great things happen.
I found it's quite difficult for organization which already implements CBHRM to change to TBHRM, especially for a large-scale industries such as Mfg. don't you think so?
I agree, but it isn't a change to TBHRM but rather TBHRM is added to CBHRM. Employers don't need to change what they do they just need to add another step, i.e., talent identification.
Executives and managers who had bought into the competence approach were convinced that competence leads to job success.
For employees to find job success...
- talent is necessary, but not sufficient.
- skills are necessary, but not sufficient.
- training is necessary, but not sufficient.
- orientation is necessary, but not sufficient.
- knowledge is necessary, but not sufficient.
- competency is necessary, but not sufficient.
- qualifications are necessary, but not sufficient.
- effective management is necessary, but not sufficient.
- successful interviews are necessary, but not sufficient.
Talent is the only necessary condition for job success that employers cannot provide their employees and schools cannot provide their students. Employers must hire talent, see the book "First, Break All the Rules, What the world's greatest managers do differently" by Bob Gately.
gately@csi.com
From United States, Chelsea
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