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Management Architect
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Key Takeaways: usinesses in many ways are comparable to machines.
• Our goal is to present a new
Machines are interconnected assemblies of mechanical
framework for examining
organizational performance elements operating in a carefully designed manner to accomplish
and success. some type of work. Machines move mass through a distance to
• Talent is one of the most satisfy a specific need. To operate, machines require a prime source
critical factors in achieving
of power. They will fail to perform effectively – or fail completely – if
organizational effectiveness.
the mechanical elements are not well aligned or there is excessive
• Our new model provides
a comprehensive framework friction between the moving elements. Consequently, machines
for business leaders, as must be designed, operated, and maintained if they are to deliver the
well as academicians, to
desired work product. And so it is with a business.
systematically investigate
the internal and external
factors influencing
A business is an organization – an assembly of people, raw materials,
the performance of
organizations. and capital – designed to deliver something of value to various
stakeholders. For example, investors in a business are looking for an
adequate financial return on their investment given the perceived risk.
Customers are expecting to receive products or services that meet
their needs and satisfy an acceptable value proposition.
Employees hope to receive gainful employment and a meaningful
and stable livelihood. Organizational effectiveness (OE) can be
conceptualized as the degree to which a business meets the long-
term needs of its various stakeholders (Kim & Mauborgne, 2009).
3
and simplify these definitions, we define OE as follows:
4
conditions to outside changes. See Figure 1.
e Agility
Enterpris
Vigor Capability
6
Beyond Leadership Drivers – The Organizational Enablers
Organizational effectiveness begins with leadership, but leadership
must be executed. After defining the business and setting the
strategic direction, leaders must drive the organization forward.
Organizational enablers represent the talent, processes, and
structures put in place by the leaders to achieve the business goals.
This factor represents the key elements in the business machine
that are driven by the prime mover – leadership – to deliver the
organization’s work output. The organizational enablers’ factor is
comprised of three dimensions: (a) capability, (b) architecture, and (e)
action.
Enterprise Accelerators
There needs to be some minimal level of development of the
Leadership Drivers and Organizational Enablers for an organization
to function at a nominal level. Although these elements may be well
8
developed, an enterprise cannot achieve sustained effectiveness
without the power of the Enterprise Accelerators. It serves as a
“performance enhancer” for the business machine by enabling the
other elements to operate efficiently and responsively. Enterprise
accelerators consist of two dimensions: (a) enterprise alignment and
(b) enterprise agility.
12
Talent is critical to maintaining all of the components of effectiveness.
The facets of talent management impact the OE Drivers and Enablers Figure 3. Talent Implications
in different ways. Each Driver and Enabler has direct links with specific Gleaned from the Strategic
talent management practices. See Figure 3.
Talent Management Architect
13
Figure 3. Talent Implications Gleaned from the Strategic Talent Management Architect
Organizational How It is Powered by Talent Management Systems Leadership Characteristics
Effectiveness Talent to Change for Optimal Required
Dimension Effectiveness
Alignment All of the OE model • Strategic alignment • Understanding the Business
dimensions must be • Org culture • Making Complex Decisions
aligned with each other •Dealing with Trouble
and the organization’s
environment. In turn,
the talent management
system must be aligned
with these dimensions and
environment.
Agility The organization must be • Learning agility • Making Complex Decisions
flexible within the system • Creating the New and
to changes internally and Different
externally. Likewise, the • Being Organizationally Savvy
talent management system • Demonstrating Personal
must be agile to anticipate Flexibility
and respond to these
changes.
3. T
alent Management Strategies and Practices Also Must
Become Agile
Business conditions constantly change. The competitive landscape,
for instance, continually shifts with new entries and recent departures.
14
Laws and governmental regulations frequently change, requiring
organizations to modify their policies and procedures to remain in
compliance. Labor pools and wage rates vary due to economic
fluctuations. Resource availability moves with changes in global
demographics and trade laws. As a result, the business machine
must be adaptive and agile. Enterprise Agility, as represented
in our OE model, acts as a lubricant in the business machine
to enable it to turn faster, operate more smoothly, and function
more efficiently. Talent management practitioners should
consider ways to build agility and adaptability directly into their Talent management
talent processes. Special attention should be paid to recruiting, practitioners should consider
onboarding, competency development, incentive systems, and ways to build agility and
talent deployment systems. When these key talent management adaptability directly into their
practices are unencumbered by bureaucracy, rigid budgets, archaic talent processes
organizational structures, onerous policies, arcane communication
methods, and an inflexible staff, they can contribute significantly to
an organization’s effectiveness.
Conclusion
Talent management leaders and the HR community have a
responsibility to do more than hire, train, and pay employees.
Employees can significantly impact organizational effectiveness,
and it is incumbent on these professionals to become familiar
with all the elements that drive it. For maximum impact, talent
management and HR leaders must cultivate a broad perspective
of the competitive landscape, develop a deep knowledge of the
business, and become credible activists in the organization. They
should become intimately familiar with the elements that impact
OE. The Strategic Talent Management Architect can help them do
that.
16
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Kim E. Ruyle, Ph.D. is the Vice President Product
Development with Korn/Ferry Leadership and Talent
Consulting, based in Minneapolis.
Gabriella D. Kilby, MBA., is a Principal with
Korn/Ferry Leadership and Talent Consulting, based
in Toronto.