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Achieve “full transparency in all talent management processes”

Being one who relishes confirmation of my own beliefs, I nodded when I read one of three recommendations to improve talent processes: “Start with the assumption of full transparency in all talent management processes.” From talent mgt., June 2010 at 14, the oblique recommendation buttressed my own opinion and set me thinking. What are some of the major talent processes and to what degree should a general counsel open the process and decision-making (See my post of June 17, 2010: procedural and distributive justice in decisions.)?

Promotions. Make clear what career paths are available and what competencies promoted workers are expected to attain.

High-potentials. Explain the basis for the selection of especially promising staff, their special treatment, and expectations. I do not think, however, that transparency goes so far as to justify disclosure of the names of high potentials (although the Rockettes are completely revealing about thigh-potentials).

Bonus awards. At the least disclose the distribution pattern, such as ten percent received the full allotment, fifteen percent received less than $1,000, etc. (See my post of July 14, 2005: disclose compensation ranges at each level in the department.).

Assignments of mentors and coaches. Post where everyone can find it the method for assignments and perhaps even the assignments themselves.

Diversity goals. These should be published for everyone, along with the metrics that underlie the goals, who is considered diverse, and what efforts the law department makes to attract, retain, and advance minorities.

Changes of responsibilities. Explain re-assignments and special projects publicly as much as possible. The rumor mill will grind, so it is better to give reasons promptly.

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