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In an era where talent is a critical differentiator, organizations are increasingly recognizing the importance of internal talent mobility. Jay Jamrog's insightful presentation shed light on the crucial role of measuring and rewarding managers who develop talent, emphasizing that "What gets measured, gets done. What gets rewarded, gets repeated."

The session explored how high-performing companies leverage internal talent marketplaces to drive organizational success. Jamrog highlighted three key takeaways:
1. Internal Talent Mobility is crucial for organizational success: Companies that prioritize talent mobility consistently outperform their peers in the market. By implementing effective internal talent marketplaces, organizations can foster better skill development, improve retention, and drive overall growth.
2. Measurement and incentives are critical for success: To make internal talent mobility work, organizations need to move beyond traditional efficiency metrics and focus on effectiveness. This includes creating incentive structures that reward managers for developing and sharing talent, rather than hoarding it.
3. Technology enables personalization and accessibility: Modern talent marketplaces leverage AI and other technologies to create personalized experiences for employees. This makes it easier for individuals to discover opportunities and for organizations to tap into hidden skills within their workforce.
Jamrog emphasized the personal nature of career development, stating, "Careers are personal. It takes leaders and Technology to maintain personalization." This underscores the need for a holistic approach that combines leadership commitment, technological tools, and a supportive culture to create effective talent mobility programs.

The session provided valuable insights for HR professionals and leaders looking to enhance their talent development strategies. By focusing on measuring and rewarding the right behaviors, organizations can create a culture that truly values and nurtures talent, leading to improved performance and competitive advantage in the marketplace.

Measuring and Rewarding Managers that Develop Talent: What gets measured, gets done | What gets rewarded, gets repeated

Strategy

Leadership

jay.jamrog

effective leadership

employee engagement

Recognition

rewards

CHIE2022

Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.

Drive: The Surprising Truth About What Motivates Us

evidence-based research

Engagement &amp; Culture

sean.casavechia

marti.konstant

keri.kersten

flow of work

high performance

yolanda.mangram

jim.orheim

susan.c.guest

laura.sandera

terresa.bubbers

jake.tipton

catherine.hebel

mike.hoyt

cliff.cheek

"Great Work: How to Make a Difference People Love" argues that exceptional work isn't confined to a select few; it's something we can all achieve. The book challenges the traditional belief that success is pre-determined by IQ, education, or job title. Instead, it asserts that innovation and excellence can emerge from anyone, anywhere.

Drawing on the most extensive study of its kind, "Great Work" distills five actionable skills that empower you to think creatively, innovate, and produce work that not only meets expectations but goes beyond, capturing the attention and admiration of others. This guide is not just theoretical; it's packed with real stories from people in everyday jobs who exceeded what was asked by adding their unique touch and transforming routine tasks into opportunities for significant impact.

Authored by David Sturt with insights from Mark Cook and Chris Drysdale, this book will inspire you and equip you with the tools to write your own chapter in the narrative of human progress.

Great Work: How to Make a Difference People Love

leadership

innovation

motivation

Creativity

Personal Development

business strategy

denis.beausejour

Career Growth

Success Stories

Leaders as Teachers: Best Practices

Leaders as Teachers: Steps to Building a Learning Culture

Path Analytics for Performance Feedback Effectiveness

Growth Mindset Research: Coaching, Mentoring, Feedback

Manager’s Role: Steps to Building a Learning Culture

Development Culture | 3 Learner’s Next Practices

Why getting Managers to be Developers of Talent is Essential?

4 Steps to Building a Learning Culture: Organization, Leader, Manager, Learner

8 Specific Activities: Frontline Managers Improves Market Performance

5 Specific Practices: Frontline Managers Improves Market Performance

Managers not HR should be Developers of Talent

High Potentials: Re-thinking Career Development

Individual Development Plans (IDP)

Learner’s Role: Steps to Building a Learning Culture

Learning Culture: Be Curious (Peter Senge Definition)

Organization Role’s: Steps to Building a Learning Culture

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