David Jardin

David Jardin is a consultant with the iTM System Group where he works with leaders and teams to make talent management simple, practical, and profitable. He began his career as a CPA and has spent more than 20 years in leadership roles in talent management and organization development with global companies including Citigroup, Coopers & Lybrand, Pfizer, and Tyco Electronics. Contact him at davidjardin@mac.com.

Articles by David Jardin

Talent Management

Segmenting Your Workforce: A New Method to Help Evaluate Top Talent

123RF Stock Photo

As part of their strategic planning process, companies divide customers into segments.

This helps them identify and address customers’ specific needs. It allows them to focus attention and tailor resource allocation to develop each segment differently according to potential to generate more revenue, higher margins, increased satisfaction, etc.

Companies should do the same for jobs and talent. Read more…

HR Management, Talent Management

Why You Really Need to Start Treating Talent Like Assets

talent management

Workforce reductions result in immediate savings, but that’s just part of the overall impact.

Talent is arguably the only true source of sustainable competitive advantage that a company can have. Unlike technologies, techniques and products, which competitors can copy or replace, a company’s talent is practically impossible to imitate.

When it comes down to it, companies treat talent as either assets or expenses. Read more…

Culture, Talent Management

Is Your Organization Really Just Perpetuating Mediocrity?

123RF Stock Photo

Companies can get a boost in performance and results by communicating standards of acceptable performance.

The best companies, the ones that stay on top, get better every day. One way they do this is by deliberately raising and enforcing standard levels of “acceptable performance.” This drives steady gains in individual and organization effectiveness.

Meanwhile, mediocre companies lose ground as they plod along, merely maintaining the same performance levels over time. Winning organizations move ahead while the mediocre, at best, merely run in place. Read more…

HR Management, Talent Management

Taking Your Organization From Bad To Great Performance Management

Photo illustration by istockphoto.com

Sustainable high performance doesn’t happen by accident. It requires intentionality and adequate (or better) strategy, organization design, capabilities and execution.

And, like it or not, it takes solid performance management.

In fact, the need for effective performance management has never been greater because work is predominantly knowledge-based and done autonomously, even remotely. Sadly, in many organizations, performance management consists of little more than arbitrary performance ratings and (hopefully) face-to-face discussion between managers and employees. Read more…

Talent Management

Are You Really Winning the War For Talent Retention?

Illustration by Dreamstime

Losing hurts – especially when it’s the other person who decides to move on.

Regretted turnover” is a metric that some companies now use to track how many employees choose on their own to leave. Turnover is costly in general, but losing top talent can also cause significant, even irreparable damage to your business.

The term “top talent” describes people whose performance and behaviors are consistently exceptional and aligned with the company’s values. They are agile and adaptable, and they are continuous learners and adept problem solvers. They’re scarce, impossible to reproduce, and capable of creating significantly more value than other employees.

They are people who customers pay a premium to do business with and who other employees imitate and aspire to work with. Read more…

Talent Management

7 Actions That Drive Sustainable High Performance

Performance

There’s always room to improve performance.

These talent practices can help companies consistently meet or exceed strategic business objectives over time, a condition called sustainable high performance.

  1. Review and adapt: The alignment and integration of business strategy, organization design, and talent should be routinely reviewed and adapted as appropriate. At a minimum this should be done at Board meetings and during executive business reviews. It should be done more often if the pace or scale of change warrant. Read more…
HR Management, Talent Management

Better Employee Feedback Equals Better Business Results

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It’s hard to get better at something if you receive feedback on your performance just once a year. — Dan Pink

In 25 years of HR work, I’ve met very few executives who didn’t agree that better feedback between a manager and employee drives better employee performance, development, and engagement – and thus, better business results.

Feedback gaps occur when employees need more frequent and/or higher quality feedback than they get. Scores of articles and studies, not to mention common sense, suggest that Corporate America’s performance is being held back by feedback gaps. Read more…