Blog: The public sector's got talent
The next few years in the public sector are going to be tough. Tough times require talented people, so it is important that organisations make the most of their employees and encourage everyone to shine. But just as in the private sector, the public sector is often guilty of slotting people into categories, such as "solid performer" or "won't go far".
People need a more strategic approach to managing talent: look at Susan Boyle's recent rise to stardom, which was against everyone's expectations. So while the competition heats up on Saturday night, what lessons can the public sector take away on how to unearth talent when Monday morning comes around?
Think strategically
Talent management does not simply involve hiring talented people. It involves nurturing the right kinds of talent in people who will help you deliver your strategy and meet your needs in the future. Skills you need today may not be the skills you need further down the line. For example, looming budget cuts will bring increased importance on outcomes over outputs. But do your managers have the skills and mindset to manage performance along these lines, delivering what the community and stakeholders require?
Know what you've got
As Britain's Got Talent so deftly demonstrated, we tend to judge a book by its cover. Organisations need a systematic approach to help managers uncover their staff's talent. Boards should provide managers with a clear description of the skills needed now and in the future. Obtaining an objective, external view on your talent pool can help you to uncover people with high potential, as well as identify those that may not meet your needs.
Plan development
Moving people into new roles across organisations has been shown time and again to be a highly effective way of developing staff. But this shouldn't be movement for movement's sake. The new roles must specifically improve employees' development needs, build new skills as well as provide exposure to different parts of the organisation. Progression in today's public sector is more commonly gained by moving across individual strategic projects, rather than up traditional career paths. This can make development difficult to plan, but if you consider exactly which skills will be needed at what time and for which projects, you will enable employees to develop "on-the-job" the abilities required as projects unfold.
Support your talent
Talent needs to be nurtured. Tthink of the amount of time judges in talent programmes spend with their people between episodes, providing coaching and support along the way. If an assignment is stretching (as it should be) then your talent will need additional help – whether that be in the form of a mentor, coach, or formal leadership development. And by carefully planning the way you support your talent, they will be able to take on new challenges more quickly.
Measure success
How do you know what impact your employees' talent – and your management of their talent – is having in terms of tangible outcomes? Are you measuring how people are developing and how it benefits your community? If not, start. It will not only demonstrate what works well within your talent management strategy, but also provide valuable information on persisting talent gaps, which may be fed directly back into thinking strategically.
Yvonne Sell is a talent and leadership expert at management consultancy the Hay Group