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Dave Lefkow

At the risk of getting into a semantic argument, I agree that everyone in the company owns talent management and that it needs to be embraced by the business as a whole.

Yet as you mention, someone has to enable it - and that's where things get fuzzy to me. There are so many silos and disparate processes in HR that the sum of its parts are often greater than the whole.

Which brings us back to at least the spirit of the original question - who will step up and tie this all together?

Jim Holincheck

Thanks, Dave. You are right that it is not clear who is going to take the lead. There are many would-be leaders: Recruitment, OD, Training, etc. It would be nice if there were one owner of enablement like a Director of Talent Management. However, I think it will probably start more as a collaboration across silos initially. I still think it is more critical that the business is on board and driving it than how HR is organized to enable it (multiple models will work).

Jim Newman

I agree whole heartedly that the overall organization needs to own talent management and that executives need not only drive it, but support it through action. I also think that HR is or needs to be the enabler. When working with clients, what's interesting is that they don't necessarily know who owns it. We find that often times the ownership decision falls to the wayside once a technology enabler is implemented and the system administrator does their best to bridge HR silos to accomplish objectives. Executives need to assign ownership and accountability to a lead role within their organization. We believe that Talent Steering Committees comprised of HR/OD, Operations, IT and Finance execs (to name a few) properly facilitated, has the opportunity to yield significantly better results. Unfortunately, to date, we have not seen this occur to the extent we believe it should.


I agree, Jim H, that HR is the enabler of Talent Management, and the business the owner.

But there is another component - who is the leader? I'm not trying to complicate matters, but rather echoing Jim N. An executive has to sponsor the whole idea of TM. Without that, it fails to become a priority at ground level.

With an executive lead, however, practitioners will feel empowered to collaborate across silos (as Jim says). In our experience that's where TM begins and - crucially - shows its value, even when practitioners are calling it something else.

Hamed Elbarki

"Executives and managers own talent management."

This is the answer I would have give.

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