If you have employees reporting to you, do you view the talent management of your employees as your responsibility, or HR’s responsibility? Talent management expert Dr. Curtis L. Odom would say that it is your responsibility.
In his article, Is Talent Management Really HR’s Job?, Odom argues that the leader of employees is naturally the person who should be managing their career growth, not an HR staffer who does not directly work with the employees on a daily basis.
“The truth is that for talent management to be pervasive and effective in an organization, the primary responsibility should be placed in the hands of the direct managers of employees,” says Odom. He adds that talent management needs to be seen as every leader’s responsibility and they need to be equipped with how to manage that talent.
“If you are a leader,” Odom argues, “your primary job focus should be leading people. That cannot be seen as less important than balancing the department budget. You are on the front line managing the talent of the organization.”
He discusses the 70-20-10 model of management, arguing that 70% of a leader’s time should be spent developing his or her people by giving them challenging assignments, and 20% spent on coaching and mentoring them around tasks and behaviors. “…90% of your time should be developing the current bench of talent for the future needs of the organization. That’s talent management,” says Odom. “In reality, in many organizations it’s the other way around. I know this from my own experience. At one organization, I spent 70% of my time doing administrative work, 20% coaching and mentoring people, and 10% leading them.”
So, how much of your time are you spending managing the talent of your team?