They are purpose-driven, performance-oriented, and principles-led
From our decades of experience as both researchers and advisers, it’s clear what sets those talent strategies apart: They are relentlessly focused on supporting, and in some cases driving, the companies’ busines strategies. They are comprehensive, addressing group, divisional, regional, and business unit considerations. They add value, and they work exceptionally well.
Commitment from the top executive team is central to building and maintaining this business-first mind-set. Game-changing leaders not only excel at articulating the vital importance of talent management but also are heavily engaged in their companies’ actual practices. They demand that their line leaders be accountable for spotting, developing, and retaining the next generation of leaders.
Seasoned HR professionals have little patience for executives who talk a good game about the importance of human assets but then cut management and professional development at the first sign of thinning margins. Line leaders who are skeptical about making substantial and continual investments in their people have already lost the war for talent.
When employees know what it takes to perform, develop, grow, and succeed, they trust that their company is a meritocracy.
Committed line leaders and gifted HR managers together create an organizational climate of spirit and energy—a magnet for the very best professionals. Their talent policies are built to last but are constantly under review, to ensure that they can respond to changing conditions on the ground and to cultural differences across the globe.
Getting these things right makes all the difference. It creates an authentic connection between how a company presents itself as an employer and how it really feels inside—the employee value proposition. It gives a healthy sense that promises made are promises kept. Authenticity paves the way for transparency. When employees know what it takes to perform, develop, grow, and succeed, they trust that their company is a meritocracy.
An innovative business model requires that the very best talent be sourced, engaged, developed, and retained. Having a great model is hard enough; finding outstanding talent to execute it is even more challenging, particularly in emerging markets.
Putting the right talent in the right roles at the right time is one of the differentiators that keep BlackRock out in front.
we found that a sense of purpose is an overwhelming differentiator in attracting top talent.
A company’s talent managers can support its objectives by articulating up front that it demands enthusiastic buy-in to its core purpose. Nonbelievers need not apply
sharer of information.” Charlie Hallac, BlackRock’s chief operating officer
I bring our emerging leaders to my house. I cook for them. They get to know me as a person, not just a role.
what capabilities they possess, and how they can help with the challenges the company is facing.
BlackRock’s talent policies and practices are globally scaled and locally relevant.
talented individuals are drawn to organizations that continually refresh their systems and processes as well as their strategic initiatives, in order to delight customers and outwit competitors.
Little is left to chance at BlackRock: Its executives are committed to measuring everything—talent management, development programs, engagement, rewards, and reputation. Hay Group, which performs global engagement studies, has recently included BlackRock in its high-performance norm group.
