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Revolutionary Talent Management

Podcast with keynote speaker at HR Tech, Marc Effron

Marc Effron Marc Effron

"Differentiated investment – the words HR leaders should be thinking. Differentiated investment meaning first of all, have you adequately differentiated the people in your company? Do you know on that classic nine-box grid performance and potential who your best talent is? After you know who your best talent is, how are you differentially investing in their development?" Marc Effron Welcome to a special Leadership Channel podcast from The 2010 HR Technology Conference in Chicago, brought to you by Taleo, with Peter Clayton reporting. Joining me is keynote speaker at HR Tech, Marc Effron. Marc, a former global leader at Hewitt who has worked for and consulted with some of the world's largest and most successful companies, has created a process to revolutionize the way businesses grow and engage talent.

In 2007, Marc founded the New Talent Management Network, a non-profit networking and research organization that is now the world's largest talent management organization with more than 1,800 members. Marc's new book is titled One Page Talent Management: Eliminating Complexity, Adding Value (published by Harvard Business Press) with co-author Miriam Ort (Amazon affiliate link). I had the pleasure of meeting Marc last month at a Salon my good friend John Sumser from HRExaminer hosted in New York City.

Questions Peter Clayton Asked Marc Effron

Marc, I think the genesis of One Page Talent Management is somewhat unique in that it is the byproduct of a real world consulting assignment to help with the turn-around of a $9 billion consumer goods company... can you share with us some of the background in writing the book?

You make a case in the book for a 3 step process for designing OPTM processes.

Step 1: start with the science. Can you explain what you mean?

Step 2: eliminate complexity - add value -- which is a recurring theme and guiding principle in your book. Can you expand in this concept?

Step 3: create transparency -- which to me, has become the corporate flavor of the month. How many organizations are really prepared to do this?

I know you speak at enough of these conferences to know that employee onboarding, retention and succession planning are top-of-mind today with most leaders, so I’d like you to respond to some of the following:

Pain Points and Challenges I hear from senior executives

How do I consistently assess performance and potential across the company?

How do I evaluate external talent against the company’s leadership needs?

How do I communicate what’s expected of my future leaders?

How do I consistently and efficiently identify, monitor and compare the development and progress of groups of future leaders?

How do I ensure the availability and consistency of development activities across the company and within specific levels and roles?

Do I have the right balance between formal coursework and social learning, mentoring and stretch assignments?

Are my executives really engaged/ participating in the process?

How do I reduce the risk of loss and increase engagement for my leaders?

How do I make my leaders part of the process of managing their careers?

Am I getting uniform feedback about my leaders so I can provide coaching and mentoring?

Am I assessing my leaders based on the right criteria and competencies?

How do I ensure consistent assessment across the company?

How do I make sure we are constantly “course correcting” with our leaders?

Are we losing our leaders?

Are we promoting from within?

Are our leaders performing in all of their stretch assignments?

What did I forget? After you give one of your keynote speeches like the one here at HR Tech, what do audience members come up and ask you? What’s their biggest point of pain or challenge?

One Page Talent Management Book Review

You know that winning in today’s marketplace requires top quality talent. You also know what it takes to build that talent—and you spend significant financial and human resources to make it happen. Yet somehow, your company’s beautifully designed and well-benchmarked processes don’t translate into the bottom-line talent depth you need. Why?

Talent management experts Marc Effron and Miriam Ort argue that companies unwittingly add layers of complexity to their talent building models—without evaluating whether those components add any value to the overall process. Consequently, simple processes like setting employee performance goals become multi-page, headache-inducing time-wasters that turn managers off to the whole process and fail to improve results.

In this revolutionary book, Effron and Ort introduce One Page Talent Management (OPTM): a powerfully simple approach that significantly accelerates a company’s ability to develop better leaders faster. The authors outline a straightforward, easy-to-use process for designing results-oriented OPTM processes: base every process on proven scientific research; eliminate complexity by including only those components that add real value to the process; and build transparency and accountability into every practice.

Based on extensive research and the authors’ hands-on corporate and consulting experience with companies including Avon Products, Bank of America, and Philips, One Page Talent Management shows how to:

  • Quickly identify high potential talent without complex assessments
  • Increase the number of “ready now” successors for key roles
  • Generate 360 feedback that accelerates change in the most critical behaviors
  • Significantly reduce the time required for managers to implement talent processes
  • Enforce accountability for growing talent through corporate culture, compensation, etc.
Peter Clayton

About Peter Clayton

Peter Clayton, Producer/Host, is an award-winning producer/director of radio, television, documentary, video, interactive and Web-based media who has created breakthrough media for a wide array of Fortune 100 clients.


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