When you hear the words 'talent' and 'reward' in a business context, what comes to mind?
An image of a corporate 'superstar' perhaps. The kind of person who comes armed with an MBA from a top business school and a reputation for walking on water. And who attracts a reward package to match.
But is that the whole picture? We don't think so. In this newsletter we explore how taking a broad approach to the link between talent and reward can bring lasting benefit to your organisation.
In this issue:
■ Guest Feature: Talent development - whose responsibility?
■ Rewarding Tips for Linking Talent and Reward
■ Why link reward and talent?
■ Next newsletter - September 2013
If you've found something in this newsletter helpful, or there's a topic you'd like to see us cover in a future issue,
please drop us a line.
Reward First ® People Consulting
Guest Feature: Talent Development - whose responsibility?
This blog was written by Helen Jamieson Director of Jaluch Ltd, a well known and widely respected HR consultancy operating across the UK.
Let's assume that your organisation has completed a training needs analysis, drawn up a talent development strategy, and agreed a budget. Now you are looking to identify training providers and suitable programmes.
But before you put any programmes in place, can I ask you just a few questions about responsibility? Namely, responsibility for funding for development programmes, responsibility for progressing individual careers and responsibility for maximising learning and skills through attending development programmes.
Why link reward and talent?
According to reward consultant Vicky Wright*, sound reward management isn't just about market pay. It's about a total employment offer that "attracts and retains the right people and rewards them for achieving a sustainable high-performance organisation".