Bryah HR Strategies: Brand building through people.SM

Talent Management

The right people in the right roles – doing the right work. That’s the foundation of an effective talent management strategy. It’s up to you to foster an environment that enables your employees to flourish and support your business. Moreover, it’s up to you to identify and choose the right employees for the right roles.

Your HR products and services have to work for you to ensure that you attract and retain the proper talent, deliver effective skills training, and reward employees appropriately for their accomplishments. By knowing your team’s capabilities, and yes, their limitations, you’re well positioned to capitalize on the best they have to offer and prepare them to lead.

Case Study: Talent Management

* Please note that in keeping with BRYAH’s privacy policy agreements, the organizations used as case study examples will remain anonymous.*

The leadership team of a worldwide business recognized the criticality of its member’s reputation, capabilities, and effectiveness. The team maintained responsibility for administering, controlling, and deploying HR services to its many employees worldwide. However, roles were not clearly defined and the reporting structure of the team was undefined.

In order to measure the team’s effectiveness, the company asked BRYAH HR Strategies for assistance. BRYAH teamed up with a licensed clinical psychologist to assess the team and provide recommendations for change. To launch the assessment, BRYAH interviewed each member of the team and selected other stakeholders, including corporate leadership and general employees, individually and confidentially. The interviews covered the employees’ understanding of the company’s mission, priorities, and operating styles. To ensure that responses were gathered in a cohesive fashion, BRYAH designed a questionnaire aimed at pinpointing critical performance indicators.

Subsequently, BRYAH analyzed the input from the interviews and the questionnaires and provided the business with aggregate and non–attributable feedback.

The aggregate data laid the foundation for a multi–phased action plan that began with a group session, led and facilitated by BRYAH. The meeting allowed participants to work out the issues they identified during the assessment phase. As a result, team members came to a consensus and the team’s mission and vision were agreed upon. The session enabled the team to clearly define roles, develop a structure and set long– and short–term priorities. With BRYAH’s guidance, the team was able to develop a set of action plans ready to implement.

To follow up, BRYAH and the psychologist also worked closely with each member of the team in a number of coaching sessions over the course of the following months. These meetings enabled the team to refine their objectives and contribute to the company’s overarching business strategies.