Is It Possible to Poach Talent Internally?

Three keys logo by Warja Honegger-Lavater.Image via Wikipedia
Here is what Amy Lewis says: Being a fly on the wall is fun. I overheard a conversation between two managers (Betty and Paul) Division A about Steve, an individual they termed “their best talent. Seems that Joe, a manager in Division X of their company- technically a different company but under the same umbrella- made an offer to this high-performer, and Betty just heard about it. And she is upset that she wasn’t approached before Joe talked to Steve. She’s also furious that Division X would “poach” her top talent. Do you think hiring managers should have to talk to potential candidate managers before speaking with the candidate? Why is or isn’t this a good idea? How would you coach her as a human capital management advisor?

On the subject of HR Business Partners, how does your organization structure the role? What are the keys to maximizing their effectiveness? Joydeep Mutsuddi, HR Leader at Becton Dickson and Melissa Videtto, Director of Human Resources at UBS AG, discuss how their respective companies have leveraged this unique job.

On HCI’s LinkedIn Group (are you connected yet?) member Doug asks: What professional certifications do you recommend that focus on organizational development, organizational effectiveness and human improvement? The Human Capital Strategist (HCS) addresses these areas as well as strategic talent acquisition, leadership and talent strategy- check out the course offerings and book now for a $200 savings.

Think of one job, any job, inside your company. Can this job be accomplished in the same way as it is today with the aid of technology in some form? If technology is so important to getting business done, why aren’t the end-users of it considered more in the structure and design of the programs, especially in human resources? Putting the user first takes systems, and ultimately business, in new directions.

On the subject of retention, Sharon Daniels at the Harvard Business Review reports new BLS numbers that show “in each of the last three months, more employees quit their jobs than were terminated.” The three biggest reasons, she continues, for leaving were lack of growth opportunities, dissatisfaction with compensation, and feeling like their contributions weren’t recognized. Challenge ‘em, pay ‘em and love ‘em, or lose ‘em.


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