Increasing Your Return on Talent: The Moves and Metrics that Matter | McKinsey

Talent Management

The article emphasizes the significance of prioritizing return on talent investment as much as other forms of return on investment (ROI) in businesses. It outlines five key actions to maximize return on talent: 1) build a skills-based strategic workforce planning capability, 2) create a hiring engine that brings in the right talent to fill critical roles, 3) invest in learning and development, 4) establish a stellar performance-oriented culture, and 5) elevate HR’s operating model to become a true talent steward. While the article gives more examples for each of the five areas, including how certain organizations implement each, one point to emphasize is #4— establishing a stellar performance-oriented culture. The article points to research on how high-performance cultures also remove barriers to change and peel away layers of bureaucracy. “These barriers include inefficiency factors that increase disengagement and attrition, such as slow decision-making, pointless meetings, and other impediments to getting things done.” With this as the backdrop, I am resharing this recent article by Jeremy Legg, Chief Technology Officer for AT&T, which outlines how changing certain ways of working has saved AT&T 3.6 million hours over the past three and a half years and helped the company avoid more than $230 million in costs.