The adage…’Where you Look is Where you Go’ applies to the intersect of C-level executives and Human Resources in talent management. This edit provides four types of examples where there is a different focus…thus, problems with talent management and deployment.

This edit suggests CEO’s agendas typically focus on expansion, innovation and growth. Information is required to segment the talent and have available valid, reliable, timely and differentiating data about workforce availability, capability and vitality. Thus, this is the kind of information required by the C-Level team for a long time—but, ‘missing in action’!

Yearly Talent Reviews: Oh, No! This edit captures how our panel of senior leaders feel about Talent Reviews…’Not Good’! Additionally, it makes the argument that if this is occurring in your organization, your process is seriously broken and in need of repair.

C-Level Teams at critical times focus on Strategic issues… moves in the marketplace and operational effectiveness in meeting customer needs. To that end, they need to primarily have solid, believable organization capability information. This writing suggest if what they receive focuses on individual talent information…it misses the mark!

CEO’s without solid talent information are handicapped deploying leaders to critical tasks; Boards cannot answer the central question of ‘Can this organization win now, and in the future’ if they don’t have qualitative talent information. This writing provides the reasons for this state and, why this is an ‘Achilles Heel’ in getting to the future

Peter Drucker suggests that questions are central to success as a leader. Organizations recognize that talent is an issue …’we must get right’-but it does not seem to be working. This blog provides some typical questions that CEO’s ask…and why Human Resources should have an answer to the questions.