Comments on: Why doesn’t senior management care enough about top talent to be held accountable for it? http://maverickmastery.com/talent-management/why-doesn%e2%80%99t-senior-management-care-enough-about-top-talent-to-be-held-accountable-for-it/ Talented and different - blended knowledge and skills for successful business Sun, 04 Oct 2009 06:49:23 +0200 http://wordpress.org/?v=2.8.6 hourly 1 By: Katy http://maverickmastery.com/talent-management/why-doesn%e2%80%99t-senior-management-care-enough-about-top-talent-to-be-held-accountable-for-it/comment-page-1/#comment-4068 Katy Wed, 24 Jun 2009 06:06:10 +0000 http://maverickmastery.com/?p=258#comment-4068 Pretty good post. I just came by your site and wanted to say that I have really liked browsing your blog posts. Anyway I'll be subscribing to your feed and I hope you post again soon! Pretty good post. I just came by your site and wanted to say
that I have really liked browsing your blog posts. Anyway
I’ll be subscribing to your feed and I hope you post again soon!

]]> By: Karyn Romeis http://maverickmastery.com/talent-management/why-doesn%e2%80%99t-senior-management-care-enough-about-top-talent-to-be-held-accountable-for-it/comment-page-1/#comment-4043 Karyn Romeis Tue, 23 Jun 2009 11:00:50 +0000 http://maverickmastery.com/?p=258#comment-4043 One of the biggest problems I find is that the KPIs are skewed towards tangible results like turnover and profit. This rot often sets in with entry level management who are give very few incentives - and even less time - to actually <i>manage</i> their teams. As people work their way up the totem pole, the whole concept of development, management, etc. get lost in the wash. Your list is a fair one, but implementing it might prove tricky. Much as I am in strongly in favour of bottom up learning solutions, this is one thing that isn't going to work bottom up. It would ahve to be top down. Problem is: in my experience the sort of person who takes this sort of thing seriously is unlikely to have made it to board level, and if they have, they will outnumbered. The kind of guys (and they are usually guys) who tend to responsible for the direction of the company sneer at this stuff. One of the biggest problems I find is that the KPIs are skewed towards tangible results like turnover and profit. This rot often sets in with entry level management who are give very few incentives – and even less time – to actually manage their teams. As people work their way up the totem pole, the whole concept of development, management, etc. get lost in the wash.

Your list is a fair one, but implementing it might prove tricky. Much as I am in strongly in favour of bottom up learning solutions, this is one thing that isn’t going to work bottom up. It would ahve to be top down.

Problem is: in my experience the sort of person who takes this sort of thing seriously is unlikely to have made it to board level, and if they have, they will outnumbered. The kind of guys (and they are usually guys) who tend to responsible for the direction of the company sneer at this stuff.

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